South Metro Fire Rescue Authority Standard of Cover Approved by Board of Directors May 10, 2010 Submitted for

Agency Consideration To Commission on Fire Accreditation International, Inc.

Table of Contents*

Content Executive Summary Section 1 Communities Overview A. Communities Served B. Population C. Topography and Climate D. Governance Model E. Organizational Service Provided F. Service Demand G. Community Expectations H. Performance Goals Section 2 Risk Assessment A. Fire and Structural Risks Assessment B. Structural Risk Methodology and Ratings C. Mitigation Efforts: Life Safety and Fire Incident Preplanning D. Non-Fire Risk Assessment E. Emergency Medical Services F. Hazardous Materials G. Other Non-Fire Jurisdictional Risks Section 3 Historical Perspective and System Performance A. Distribution B. Concentration C. Reliability D. Resource Drawdown and Emergency Call Back E. Critical Task Capabilities F. Service Delivery Compliance Methodology Section 4 Overall Evaluation of Service Delivery A. Overall Evaluation and Recommendations B. Board Resolution Adopting this SOC Appendix A Incident Response Matrix Appendix B Non Fire Risk Assessment by Station District Appendix C Sample Response Time Performance Reports Appendix D Sample Special Team Response Reports

Page # 5-6 7-22 7 8 11 12 13 14 16 17 23-39 24 27 32 34 36 37 38 40-50 40 41 42 43 45 48 51-52 51 52 53 63 74 129

th

*Adapted from Commission on Fire Accreditation International Inc, Standards of Cover, 5 Edition, 2008

List of Maps, Tables, and Charts

Map: Map: Table: Map: Map: Table: Chart: Chart: Chart: Table: Table: Table: Map: Table: Table: Table: Map: Map: Map: Table: Table: Table: Table: Map: Map: Map: Map: Map: Table: Table: Table: Table: Table: Map: Table: Map: Map: Table: Table: Table: Chart: Figure SMFRA Stations with Cities Served SMFRA Stations with Immediate Mutual Aid Stations Population Count and % Changed 1990 to 2008 SMFRA Population Classifications Jan. 2009 SMFRA Topography SMFRA Combined All Incident Count 2005-2008 SMFRA Combined Incident Count by Month (2008) SMFRA Combined Incident Count by Day of Week (2008) SMFRA Combined Incident Count by Month of Year (2008) External Stakeholder Groups Combined Ranked Services External Stakeholders Top5 Expectations ranked by Group SMFRA Station List with Apparatus and Constant Staffing SMFRA Special Team Locations SMFRA Response Time Goals by Population Segment SMFRA Top 3 Incident Types by Category SMFRA Combined Fire Incident Type Count and Percent SMFRA Combined Brush/Grass Fire Locations 2005-2008 Community Wildland Fire Hazard Ratings Structure Fires by Location 2007-2009 Fire Risk and Frequency (Consequence) by Type SMFRA Combined Fire Incident History by Station District 20052008 Modified Hazard Assessment Risk Profile Scoring Criteria Structural Risk Count and Percent by Station District Summary Occupancy Risk Level by Category Summary High Rise Special Risk Locations Summary Multi-Family Special Risk Locations Summary Unhydranted Commercial Structures Special Risk Locations Summary DHS Critical Infrastructure Special Risk Locations Summary Critical Infrastructure by Property Use Description SMFRA Combined All Incident Count 2005-2008 (pg. 14) SMFRA Non-Fire Incident Types Count and Percent of Total Non-Fire Risk and Frequency (Consequence) by Type Sample 2008 SMFR Primary Patient Problem SMFRA BLS & ALS Capability Station Location SMFRA Combined Hazardous Materials Incidents 2005-2008 Extremely Hazardous Materials Locations SMFRA Jurisdictional Boundaries with Station District Square Miles SMFRA Combined Response Time Performance 2007-2009 2008 1st on Scene Emergent Incident Counts and Percents 2008 Combined 1st, 2nd, and Full Group Total Response Time Performance 2008 Urban Total Response Time Benchmark to Baseline Variance by Station District, First on Scene Page # 6 7 8 10 11 14 14 14 14 15 15 17 19 20 21 22 22 23 23 24 25 27 28 28 29 29 30 30 31 32 33 33 34 34 35 36 38 39 39 40 41 3

Chart: 2008 Suburban Total Response Time Benchmark to Baseline Variance by Station District, First on Scene Chart: 2008 Rural Total Response Time Benchmark to Baseline Variance by Station District, First on Scene Table: Critical Task Capability Samples for Low to Special Risk Responses

41 41 44-47

Executive Summary
Fire Chief Dan Qualman In May, 2008, Parker Fire Protection District & South Metro Fire Rescue merged to form one organization under the name of South Metro Fire Rescue Authority (SMFRA), proudly serving the cities of Castle Pines North, Centennial, Cherry Hills Village, Foxfield, Greenwood Village, LoneTree, Parker and portions of unincorporated Arapahoe and Douglas Counties. SMFRA will continue the constant pursuit of excellence established by its founding members through the process of becoming accredited through the Commission on Fire Accreditation International (CFAI) . This Standard of Cover fulfills one important requirement for accreditation where we identify the risks in our community, establish the levels of service to respond to those risks, and evaluate our performance. It is a living document that responds to the changing needs of our community and constantly seeks opportunities for improvement. The formation of this Standard of Cover has been a collaborative process where input was received from community and business stakeholders to find out the most important factors to consider in our delivery of emergency services. We learned that our stakeholders want a quick response to their emergencies, delivered by highly-qualified employees, using up-to-date technology, in a fiscally-responsible manner, with the ultimate goal of preserving life and property. The creation of SMFRA has already resulted in cost-saving efficiencies and the strengthening of resources to help us meet these expectations. This Standard of Cover reflects these new opportunities to re-define staffing levels, placement of emergency apparatus, and the speed and response force that we can reliably deliver. The Standard of Cover reflects the fact that SMFRA provides all-hazards response capabilities to our communities and surrounding region. Requests for emergency medical services represents the greatest demand upon the SMFRA resources so our priority is to provide advanced life support (ALS) on every medical/trauma emergency with paramedic-level professionals responding from strategically located ALS engines and medic units. The strategic placement, staffing, and training of our special teams also enhance our ability to respond to emergencies involving wildfires, hazardous materials, water rescue and recovery, technical rescue, and aircraft rescue and firefighting. One of the significant enhancements introduced into this new Standard of Cover is the use of varying travel time standards established by CFAI. These standards reflect the diversity of SMFRA, where approximately 198,000 residents and thousands of daily visitors live, work and play in everything from the high-density Denver Tech Center to the beautiful forests of The Pinery to the wide open spaces of eastern Douglas County. Our evaluation shows that our new urban, suburban, and rural travel time standards are a reliable indicator of the services we deliver and provide our organization a framework to continually improve how we distribute our resources. Together with agreements with our neighboring fire agencies, we can deliver an effective firefighting, rescue, and disaster response force to our communities. And while our Standard of Cover focuses primarily on emergency response, our service to our community doesnt stop there. We continually strive to make our communities safer by dedicating resources to 5

preventing and mitigating the effects of fires, medical emergencies, and natural/man-made disasters. SMFRA has programs dedicated to ensuring the safe construction and operation of businesses, developing safer fire codes and new technologies that save lives and property, providing children and at-risk populations with the education and tools to prevent fires and injuries, and helping our citizens prepare themselves for disasters. This Standard of Cover is one element of SMFRAs plan to reduce the risks in our communities and protect the lives and property of our citizens and those who visit. SMFRA is committed to collaborating with our stakeholders, providing the most effective services in a financiallyresponsible manner, and continually evaluating our performance in the constant pursuit of excellence.

Section 1 Community Overview

1.A Communities Served South Metro Fire Rescue Authority (SMFRA) serves portions of Arapahoe and Douglas counties. Within these two counties, the incorporated cities served include: Castle Pines North, Centennial, Cherry Hills Village, Foxfield, Greenwood Village, Lone Tree, and Parker. SMFRA also serves several communities within the unincorporated portions of both counties. There is also dual-jurisdiction coverage shared with the City of Aurora on the northeast portion of the jurisdiction. The total land mass served is 176 square miles. The map below shows these areas within SMFRAs boundaries with the station locations. SMFRA Stations with Cities Served

Seventeen stations are staffed on a constant basis with various numbers of personnel and apparatus (companies) providing for emergency medical services (EMS), fire suppression and special teams capabilities. SMFRA works collaboratively with neighboring agencies to provide emergency services to the communities that border SMFRA. Mutual and automatic aid agreements help ensure timely response and capabilities needed. These agreements provide for aid to be given and received between fire agencies. The map below shows the distribution of the 17 Stations (numbered 31 through 47) in relation to the current SMFRA boundaries and neighboring agency stations. The station numbering scheme was derived by a regional group to support easier identification of responding units. 7

SMFRA Stations with Immediate Mutual Aid Stations

Local and regional coordination of emergency response occurs through several committees or groups. The Metro Operations Chiefs and the Southern Operations Chiefs are two important groups who examine and plan coordinated emergency response. Urban Search and Rescue (USAR), Urban Area Security Initiative (UASI), Emergency Telephone 911 authorities, and regional hazardous materials teams are several other groups that contribute to coordinated response capabilities. 1.B Population Approximately 198,000 residents occupy over 69,200 households, including 867 multi-family units such as apartments or condominiums. In addition, as of January 1, 2010, there were over 6,200 business occupancies in single and multi-story buildings. SMFRA continues to experience growth in community population as well as residential and commercial structure development. The population within SMFRA (using 2008 estimates) has a median age of 29.9 years and the adult to child ratio is approximately 3:1. High-risk populations, as defined by the U.S. Fire Administration, and their percent of the overall SMFRA population include ages 0-4 (7%) and ages 65-plus (8%). Since the 2000 census, SMFRAs population has grown approximately 51% from 131,000 to the current 198,000. During the same period, the toddler population (age 0-4) has experienced a 40% growth and adults 65 and older a 110% growth. The current population is approximately 90% White, 5% Hispanic, and less than 4% Asian. The median income is approximately $133,000 and the poverty level is very low (less than 2%). 8

The last 20 years has produced a significant population growth in the south metro area, including associated changes in businesses, retail and transportation. Most of that growth has been centered along the I-25 corridor where we have also seen the creation of the City of Lone Tree that has nearly doubled its population in only 8 years and now has incorporated Park Meadows, a major shopping destination for the region. The City of Centennial, with a current population of 103,000, was formed in 2000 and was the largest city incorporation in U.S. history. Centennial Airport has become one of the busiest general aviation airports in the nation. The I25 corridor, which already features the Denver Technological Center and Meridian International Business Park, is experiencing major re-development, particularly in Greenwood Village with the addition of new high-rise businesses, condominiums and a light rail corridor. The southeast portion of the jurisdiction has also experienced significant growth, particularly in the Town of Parker area. What used to be a small town with a central main street, is now a sprawling suburban/urban community with major housing developments, a hospital, big box chain stores, and other commercial developments. Below are examples of estimated changes in population in specific cities and counties over the past 20 years, taken from the U.S. Census Bureau. County populations include areas outside of SMFRA but are included to illustrate the major growth in the area. Based on these historical patterns, the population of SMFRA in 2015 would be approximately 248,000; however, the recent economic downturn may delay this growth. 1990 2008 % Change Cherry Hills Village 5,245 6,355 21% Foxfield 746 (2000) 925 24% Greenwood Village 7,589 14,230 88% Lone Tree 4,873 (2000) 9,348 92% Parker 5,450 43,767 703% Arapahoe Co 391,511 554,282 42% Douglas Co 60,391 280,621 365% In the coming years, the significant growth is predicted to continue along I-25 with more redevelopment in Greenwood Village and Centennial and potential large new business and retail establishments in the Ridgegate development of Lone Tree. The northwest portion of Parker is similarly expected to continue growth with new housing and commercial. The central portion of the jurisdiction along the E470 corridor also contains much vacant land that is expected to produce large commercial and multifamily developments. Other, more sparsely populated developments are expected in the southern portions of the jurisdiction along the east side of I-25 near the new City of Castle Pines North. The southwest portion of the jurisdiction (along the Hwy 85 corridor) has much potential for significant growth, pending the ability to deliver a water supply to the area. Already, a large development has been proposed that could bring 12,000 housing units and associated commercial to the area. Water supply remains a critical issue for this area, so it is unknown how quickly it will develop. An expanded Rueter-Hess Reservoir, a multi-use recreation area in the southern portion of the jurisdiction, is also projected to be completed by 2013 and is expected to have non-motorized water recreation, hiking trails and other amenities. 9

Below are the 2005 - 2030 projections for population and employment growth from the Denver Regional Council of Governments (DRCOG): Population Cherry Hills Village 6,582 Greenwood Village 21,303 Lone Tree 18,206 Centennial 122,391 Parker 77,900 Foxfield 776 % change 5% 46% 81% 19% 83% 5% employment 1,723 71,043 24,961 78,551 18,101 % change 7% 34% 119% 28% 46%

The projected population of just these cities is approximately 247,000, which is about a 40% increase over the 2006 population of approximately 177,000. SMFRA only protects a portion of Centennial, but this calculation still gives an illustration of the major growth in the area. In addition, the City of Castle Pines North expects to have a build-out population of approximately 10,000 residents. Also, Unincorporated Arapahoe County is expected to have a 110% increase and Unincorporated Douglas County is expected to have an 87% increase in population by 2030. Together, these projections indicate that the 2030 population of SMFRA could exceed 250,000. The map below shows the general geographic boundaries of the jurisdiction, its station locations, and population breakdown by urban (red), suburban (yellow), and rural (green) densities.

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Along with the growth of homes, businesses and other commercial entities, SMFRAs boundaries are bisected and intersected with growing road networks. There is a vast network of residential streets, 4-lane throughways, and the I-25, C-470, and Hwy 85 corridors that bring large volumes of commuting traffic connecting suburbs and businesses. 1.C Topography and Climate Topography varies in the jurisdiction from low bluffs to shallow canyons and wide valley drainages. Major development and transportation follow the topography. The northern area is relatively flat and urbanized interspersed with open space and parks. The southern portion feature bluffs and shallow canyons. Extensive recreational trails and creeks exist throughout the area. The southern area has much less development and between both urban corridors is high desert prairie to scrub oak and pine forests, creating large areas of wildland urban interface where homes meet natural vegetation. To the west is more rural development with some industrial and heavy rail transportation. To the east again is high desert prairie with large acreage home site communities and suburban communities as seen in the south.

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Climate characteristics vary seasonally and extremes are experienced in several ways. Winter seasons are generally mild and interspersed with snow storms and occasional blizzards. Generally, snow storms melt off within days, which is aided with snow removal on major roads. Most snow storms result in a temporary increase of vehicle accidents with injuries and extrication. Blizzards, however, can quickly overwhelm resources and with major accumulation impede emergency response. Occasionally, the accumulation can weaken or collapse buildings. Fast winter storms can occur beginning in October through April. The transition to spring can experience heavy, wet snow storms, hail, and lightning. Spring generally allows plants to grow quickly before summer heat and seasonal drought occurs. Severe thunderstorms occur frequently in the late spring/early summer and can be accompanied by tornadoes, which occur rarely but pose a serious threat. Generally, wildfire risk increases during the late summer; however, depending on periods of extended drought, fire risk can increase any season. Autumn generally provides calm, cool weather patterns. 1.D Governance Model The Parker Fire Protection District (Parker Fire) and South Metro Fire Rescue (South Metro) are legally established and recognized under Colorado Revised Statutes (CRS) 32-1-103 and 32-1-205 and 32-1-206 which govern the creation, election, and service plan of Fire Protection Districts, their boards, governance and administration. Parker Fire and South Metro entered into that certain Parker-South Metro Fire Rescue Creation and Pre-Inclusion Agreement dated April 24, 2008, as amended on September 16, 2008 and November 18, 2008 (Authority Agreement), whereby Parker Fire and South Metro agreed to integrate all aspects of their 12

operations, administration, and services through the formation of a separate legal entity known as the South Metro Fire Rescue Authority (SMFRA). Parker Fire was legally established by district court acceptance of a service plan submitted as required by 32-1-205, C.R.S. This plan was approved July 12, 1966 to form a volunteer fire department serving properties located in two counties, Arapahoe and Douglas. The plan was modified on August 22, 1983 when the district added paid personnel, additional capabilities, and more stations. On January 29, 1996 the service plan was amended to authorize ambulance transport services, emergency medical services, rescue, maintenance, and operation of a facility to service fire prevention and response vehicles. The plan also provided for the maintenance and operation of training facilities for instruction in all phases of fire protection, medical, rescue, hazardous materials mitigation, fire investigation, and prevention. South Metro was legally established on October 25, 1951, as the Castlewood Fire Protection District, in Arapahoe County, Colorado. Castlewood Fire Protection District petitioned the District Court, County of Arapahoe, Colorado, for a name change to South Metro Fire Rescue which was granted December 31, 1998. South Metro included several smaller fire protection districts in Arapahoe and Douglas Counties in the past years. As special districts, Parker Fire and South Metro obtain general fund revenue from a property tax mill levy collected by the counties in which the Districts are located. Additional revenue is collected through specific ownership taxes on motor vehicles, fees, enterprise funds and investment of temporarily surplus funds. SMFRA was legally established on April 24, 2008 by the Authority Agreement described above. SMFRA is organized as a separate legal entity pursuant to 29-1-203(4), C.R.S. In carrying out its purposes, SMFRA observes and complies with the statutes and laws applicable to a fire protection district, including but not limited to Parts 1, 5 and 6 of Article 1, Title 29, C.R.S., regarding budget preparation, accounting, and auditing; Part 4 of Article 6 and Part 2 of Article 72, and Article 10 Title 24, C.R.S., regarding open meetings, open records and governmental immunity; and Article X Section 20 of the Colorado Constitution (TABOR). To the fullest extent possible, the Authority is deemed a TABOR enterprise jointly established by Parker Fire and South Metro. SMFRA has the powers and authorities authorized to Parker Fire and South Metro and to a fire protection district operating pursuant to Article 1, Title 32, C.R.S., including but not limited to all powers and authorities authorized by 32-1-1001 and 32-1-1002, C.R.S., except that SMFRA does not have the power to impose taxes or take property by eminent domain, unless specifically authorized in writing by Parker Fire and South Metro. The SMFRA board of directors is the Authority Having Jurisdiction (AHJ) in all matters. Parker Fire and South Metro each maintain independent boards that oversee their respective authorities and obligations under the Authority Agreement. The SMFRA board is made of 3 members from both the Parker Fire board and the South Metro board and one additional, non-affiliated board member. The current SMFRA board of directors retains all legal, financial, and governance responsibilities and designates the Fire Chief as responsible for all administrative matters. The Fire Chief, in turn, designates Assistant Chiefs and Directors with responsibilities for management and policy development. This model ensures separation of powers between the board and the executive and administrative leadership of the organization. 1.E Organizational Services Provided 13

SMFRA employs 391 personnel, as of January 1, 2010. Two hundred ninety two (292) line firefighters, including paramedics, account for 75% of the total positions and are staffed at the 17 stations. These men and women provide the following emergency response programs: Aircraft Rescue and Firefighting Emergency Medical Services Fire Suppression Hazardous Materials Technical Rescue Water Rescue and Recovery Wildland/Urban Interface Firefighting The Operations Division directs all line positions. These programs and special operations teams are comprised of employees at various ranks and levels of the organization. Additionally, SMFRA provides paramedics trained and certified as SWAT medics to the Douglas County Sheriffs SWAT Team. Firefighters and paramedics also participate in local and regional urban search & rescue teams (USAR). Lastly, the department supports an Honor Guard serving SMFRA that also represents the department to other jurisdictions and special events. The division is managed by an Assistant Chief reporting to the Fire Chief. Because SMFRA is a special district, it must provide all administrative and operations support to the organization. The remaining 25% of total employees are administrative staff working within the following divisions: Support Services (29), Community Safety Services (32), Finance (10), and Community Relations (2). The Operations Division has 25 additional administrative employees with a direct relation to fire, EMS and other special operations. The Support Services Division is comprised of several bureaus including Human Resources, Risk Management, Fleet Maintenance, Facilities Management, and Information Technology. The division is managed by an Assistant Chief reporting to the Fire Chief. The Community Safety Services Division includes the life safety bureau, life safety education, grant management, emergency management, and planning & analysis. The life safety bureau is responsible for traditional fire prevention activities and includes oversight of development and construction (plan review and inspection), fire investigation, and on-going code compliance (hazmat compliance and business inspections). The division is managed by an Assistant Chief reporting to the Fire Chief. 1.F Service Demand SMFRA has developed fire, EMS and special operations capabilities across the jurisdiction for two basic reasons. First, service demand for various emergency incident types continues to rise and the agency must be prepared to meet these demands. Over 50% of calls are medical in nature, of which approximately 1/3 involve some type of trauma. Although fires account for only 3% of total call volume, fire instances have significant loss to property and pose a threat of injuries and loss of life to citizens and firefighters. There is a portions of areas 6%. distributed. direct correlation between population density/growth and service demand. Urban the jurisdiction represent 67% of incident demand, suburban areas 27%, and rural The number of residents within each population density category are similarly This is reviewed periodically to determine growth in call volume as SMFRAs area 14

continues to urbanize. Increased urbanization directly increases service demand. Generally, there is current stability in service demand. Currently, SMFRA has call demand utilization by residential population of approximately 6%. This utilization can also be expressed as 6 calls for service annually per 1,000 residents. There is demand for service by non residents, whether commuting through or working within but residing outside the jurisdiction, but resident population is a consistent demographic accounting across agencies. This utilization will increase as urbanization continues. The table below shows incident demand by the four primary categories and station district (based on current station distribution) for years 2005-2008.
All Incidents 2005-2008
Count of IncidentKey CVLEGEND DueStation Alarms EMS Fires Other Grand Total 502 1683 71 456 2712 31 1574 3325 134 1062 6095 32 530 2328 105 712 3675 33 1188 3067 123 1188 5566 34 1189 2023 76 824 4112 35 335 862 55 678 1930 36 198 517 33 191 939 37 425 673 26 283 1407 38 547 404 12 757 1720 39 99 240 45 110 494 40 394 2536 115 1042 4087 41 371 2112 99 958 3540 42 51 448 49 198 746 43 426 1176 73 768 2443 44 620 2876 140 1512 5148 45 231 988 68 569 1856 46 89 365 47 212 713 47 Grand Total 8769 25623 1271 11520 47183 % Grand Total 19% 54% 3% 24% Several stations added between 2005 to 2008 but call history is applied to current station distribution % Total 6% 13% 8% 12% 9% 4% 2% 3% 4% 1% 9% 8% 2% 5% 11% 4% 2%

Several charts are presented below to further demonstrate the service demand. Calendar year 2008 is a good representation of previous years and current call volume showing emergent incidents on scene by month, day of week, and hour of day.

As the jurisdiction continues to urbanize, there will be less variance in call demand by month and day of week. As can be seen above, day of week demand is flattening where 10 years ago call demand decreased on weekends. Call demand by month still follows seasonal patterns as to when people are most active in the community. Severe weather has an impact on call demand seasonally as well. Lastly, call demand by hour of day will continue to follow the rhythms of daily 15

life where calls increase as people are out and active. Conversely, call volume drops as people settle into their residences in the evenings and businesses generally close for the night. The second reason SMFRA has developed certain capabilities is that it serves as an allhazards response agency; anticipating low frequency but high risk incident types, such as plane crashes, water rescues, building collapses, hazardous materials releases, and large wildfires. There is an expectation by citizens and their respective governments that SMFRA handle these incidents that may occur in the jurisdiction. SMFRA must also be capable of attending to natural and man-made disasters within the jurisdiction and provide support to other jurisdictions.

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1.G Community Expectations During the summer of 2009, SMFRA conducted several community input sessions to better understand the expectations of five key constituent groups: the board of directors, business owners or managers, government officials, institutions (healthcare, corrections, education), and community interest groups such as homeowner associations. These groups are collectively referred to as External Stakeholders. The purpose of these sessions was to help SMFRA develop a community driven strategic plan with a shared vision that assures local constituents of dependable response capabilities. A direct benefit of these sessions was assurance that the services delivered met the expectations of those attending. The full stakeholder input report is a companion document to this Standard of Cover and the authoritys strategic plan. Excerpts from the report are presented here. The specific steps of SMFRAs stakeholder input process were as follows: 1. Define the services provided to the community. 2. Establish the communitys service priorities. 3. Establish the communitys expectations of the organization. 4. Identify any concerns the community may have about the organization and its services. 5. Identify those aspects of the organization and its services the community views positively. 6. Identify the Strengths of the organization. 7. Identify any Weaknesses of the organization. 8. Identify areas of Opportunity for the organization. 9. Identify potential Threats to the organization. 10. Develop organizational and community commitment to continuing to develop their plan. Community service expectations were gathered using a guided instrument (steps 1 and 2). This process allowed participants to prioritize the services provided to the community. The summary results are presented below.

ALL GROUPS COMBINED

SERVICES RANKING SCORE

Emergency Medical Services Fire Suppression Technical Rescue Hazardous Materials Fire Prevention Domestic Preparedness Planning & Response Public Fire/EMS Safety Education Aviation Rescue and Firefighting Fire Investigation

1 2 3 4 5 6 7 8 9

540 448 354 305 294 256 201 161 137

In addition to the summary scores and resultant rankings of these priorities listed above, the next step (3) solicited expectations of the organization. The top 5 expectations from each group are presented for comparison in the table below. Rank
1 2

Directors
Quick response. Well trained and

Businesses
Quick response Knowledge to handle

Government
Timely emergency responses. Communications and

Institutions
Quick response to emergencies. Well trained

Community
Quick response. To provide

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highly qualified. Fiscal responsibility Monitor financial resources to provide the programs to our community, resources to our members, and to meet the financial expectations of our constituents. Cost effective delivery of outstanding service level. Service Predictable, reliable services in a quality, cost effective manner.

emergency situations for most favorable outcome

transparency with local government in incidents and issues.

personnel. Efficient and cost effective with resources

protection for people and property.

Professionalism at all times

Highly trained and educated emergency responders.

Up-to-date equipment and facilities.

Well trained and competent personnel

Communications with local government regarding building inspection needs and requirements for developers. Prompt world-class EMS response.

Accurate building plan reviews. Well trained staff.

Proper physical and human capital needed to address needs of the community

Protect our citizens, clients, and residents from injury

Preservation of life regardless of the situation.

There are several strong, closely aligned themes presented by these groups top 5 priority rankings. These themes can best be summarized by using customer expectation statements. They expect: Quick, timely response to emergencies with Well trained and highly qualified employees Using up to date technology purchased In a cost effective, fiscally responsive manner Providing programs that preserve life and property. The top five expectations presented by each group above are a sampling of what was solicited, documented and evaluated. Next, identifying concerns and positive aspects of the organization (steps 4 and 5) was an effective means to support further appraisal of the organizations strengths, weaknesses, opportunities and threats (steps 6-9). This is commonly referred to as a SWOT analysis and is helpful for gathering community intelligence for SMFRA about the current community environment. This information was shared with both an internal employee group and each functional area to complete their respective accreditation self assessments and develop plans for the near future. Additional information pertaining to internal and external stakeholder input is available on SMFRAs website or by contacting the community relations staff directly. 1.H Performance Goals and Capabilities SMFRA has established goals and objectives for emergency operations pertaining to personnel resources, incident capabilities, apparatus deployment and response times. Additionally, there are established goals for training, construction and existing business inspections, public education, purchasing policies, and an established budget process. While all of these components contribute to the shared outcome of safer communities, the Standard of Cover 18

presented here will focus primarily on operations delivery. Specific information pertaining to other organizational divisions or bureaus can be obtained through those areas directly. Personnel Resources: Emergency Response Companies As described previously, seventeen stations are located throughout the jurisdiction providing basic or advanced life support, fire suppression and other emergency response activities. Depending on the type of incident, units are assigned based upon location and availability and the required resources to handle the emergency. Resource requirements are preplanned based on standards derived from experience, industry, and operational cohesiveness with neighboring jurisdictions. Generally, the officer of the first unit on scene provides a report (size-up) through dispatch and has the responsibility to upgrade, maintain, or downgrade the initial response. Each station contains front line apparatus and personnel. Line employees serve in progressive ranks: Firefighter (IV-I), Engineer, Paramedic, Lieutenant, Captain, and Battalion Chief. Approved minimum staffing levels for apparatus are 3 firefighter/EMTs per engine, 4 per truck, and 2 per medic unit. Engines and trucks are assigned company officers. Actual staffing varies but does not go below the minimum constant staffing identified. Emergency medical response is enhanced by designating five engines (E36, E38, E40, E43 and E47) as advanced life support (ALS) engines which are constant staffed with one paramedic. Seven medic units (rescues) are minimum-staffed with one paramedic and a firefighter/EMTBasic. Currently, an additional four medic units are minimum staffed with 2 paramedics. In addition to the information presented in the table below, each station has an assigned Station Commander. 13 Engine Companies (8 BLS + 5 ALS) 4 Truck/Tower Companies 10 Medic/Rescue Companies Front Line Apparatus Minimum Staffing
Engine 31 Dive 31* Battalion Chief 32 ALS Medic 32 Tower 32 ALS Medic 33 Engine 33 Battalion Chief 34 ALS Medic 34 Tower 34 Command 3 Rescue 3 (Tech Rescue) Snowcat 3 ALS Medic 35 Engine 35 Truck 35 Red 1 (ARFF) Red 2 (ARFF) ALS Engine 36 Tender 36 Brush 36 ALS Medic 37 Brush 37 ALS Engine 38 3 (Cross Staffed) 1 2 4 2 3 1 2 4 (Cross Staffed) (Cross Staffed) (Cross Staffed) 2 3 4 (Cross Staffed) (Cross Staffed) 3 (Cross Staffed) (Cross Staffed) 2 (Cross Staffed) 4

Station No.
(Special Team) Station 31 (Dive) Station 32

Station 33 Station 34 (Technical Rescue)

Station 35 (ARFF)

Station 36

Station 37 Station 38

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Station 39 (Wildfire)

Station 40

Station 41 (Technical Rescue)

Station 42 (Secondary Dive)

Station 43 (Wildfire) Station 44 (ARFF)

Station 45 (Hazmat)

Station 46 (Hazmat)

Station 47

ALS Medic 39 Engine 39 Brush 39 ALS Engine 40 Brush 40 Tender 40 Battalion 41 ALS Medic 41 Squirt 41 (Engine) Tender 41 Heavy Rescue & Trailer ALS Medic 42 Engine 42 Brush 42 Mobile Large Volume Ventilation Fan ALS Engine 43 Brush 43 ALS Medic 44 Engine 44 ARFF 3 & Foam Trailer Battalion Chief 45 Tower 45 Hazmat 3 Tender 45 ALS Medic 46 Engine 46 Brush 46 Tender 46 Hazmat, Trailer, & Tow Vehicle ALS Engine 47 Brush 47

2 3 (Cross Staffed) 4 (Cross Staffed) (Cross Staffed) 1 2 3 (Cross Staffed) (Cross Staffed) 2 3 (Cross Staffed) (Cross Staffed) 3 (Cross Staffed) 2 3 (Cross Staffed) 1 4 (Cross Staffed) (Cross Staffed) 2 3 (Cross Staffed) (Cross Staffed) (Cross Staffed) 4 (Cross Staffed)

Specialty Team members and others stationed at assigned firehouses move to apparatus as needed

Incident Capabilities Station distribution and concentration has increased through the years as both organizations that formed SMFRA responded to growth. Stations 31 through 35 and 41 through 45 (except 43) are considered in the urban core of the jurisdiction and respond to the majority of incidents. The location of these stations is related to higher residential population density, as well as commercial development. Because SMFRA must be capable of responding to all incident types, line employees train continually to earn or maintain certifications commensurate with their levels of service and responsibilities. These trainings and certifications help employees meet awareness, operations and/or technical skills necessary to handle the incidents that occur. All employees must be capable of assessing incident needs and initiating actions. To support this, all line employees must maintain the following skill areas: o o o o o o o o Emergency Medical Technician or Paramedic Structural Firefighting Wildland Firefighting Aircraft Firefighting Hazardous Materials Surface Water Rescue Technical Rescue Vehicle Extrication

As population and development grew, the organizations added special operations teams with advanced technical training and certifications. The teams work with other regional groups to 20

coordinate planning, policy development, training, and resource sharing through mutual aid agreements. There are times when members or teams are deployed to national disaster incidents. These special operations teams and activities include: o o o o o o o Water Rescue and Recovery Aircraft Rescue and Firefighting Wildland Firefighting Hazardous Materials Technical Rescue Urban Search and Rescue Incident Management

The special operations teams and apparatus are located in stations where they can respond effectively and where space allows. Another consideration is the balance between initial incident response capabilities and the time when special teams are needed. For example, the hazardous materials specialty unit and team are not needed in the initial stages of an incident so can be placed further from the center of the jurisdiction because of coverage by other front-line units. Conversely, the water rescue and recovery team (Dive) is located near the largest recreational body of water in case an under-surface rescue capability is needed. The map below shows the location of special teams in relation to current station locations.

Given the increased call load, population density, and increased risks due to business types and structures, the urban core has a greater concentration of companies than suburban and rural areas (please refer to population density map on page 9). The latter are prepared for initial response to all incident types and have capability to initiate wildland urban interface firefighting given the nature of topography and lower population density. For this reason, water tender 21

apparatus are positioned in the rural station areas that have unreliable or unavailable water supplies from hydrants. Lastly, while Wildland Firefighting special team personnel are staffed primarily at Stations 39 and 43, Brush Truck apparatus are in stations where the need and space allows. Response Times In accordance with accreditation and industry standards, SMFRA evaluates timeliness performance at the 90th percentile or higher. The 90th percentile expressed in this document may be expressed in minutes:seconds (e.g. 06:00) or as fractional times (6.00) depending on the source report. Total response time is the total time from when SMFRAs dispatch center (MetCom) is notified of an emergency to when the unit(s) arrive on the scene. The three general segments of total response time and their respective performance metrics are: Dispatch Time (call received to units assigned): 60 seconds, 95% of the time; Turnout Time (Unit assigned to Enroute): 90 seconds, 90% of the time; Travel Time (Enroute to Unit on scene): varies by arrival order and population density (see below), 90% of the time. Dispatch and turnout time intervals apply to all calls and units requiring an emergent response. SMFRA has adopted the Commission on Fire Accreditation Internationals (CFAI) baseline travel time standards (established separately for urban, suburban, and rural population densities) and applies them to first-on-scene, second-on-scene, and/or full group unit emergent responses. The latter full group response is applied to structure fires and special team apparatus on incidents requiring special responses. The table below shows total response time and the respective intervals.
SMFRA Unit on Scene Fractile Total Response Time Performance Standard of Cover* Urban Suburban 1st 2nd Full 1st 2nd Full 1st Dispatch 1' 1' 1' Turnout 1.5' 1.5' 1.5' Travel 5.2' 10.4' 10.4' 6.5' 10.4' 13.0' 13.0' Total Response Time 7.7' 12.9' 12.9' 9.0' 12.9' 15.5' 15.5' Rural 2nd

Full

18.2' 20.7'

18.2' 20.7'

The response time metrics above apply to the initial capabilities presented previously. First-onscene applies to all emergent-response incidents and includes BLS patient care activity at a minimum, although ALS may arrive first. Second-on-scene applies to any next-arriving units capable of supporting the incident. This includes ALS patient care activity. Most emergency medical incidents require a two unit response only. Full group response time applies to all structure fires and any special team deployment as detailed in the incident responses policy. Because SMFRA is able to send more resources to structure fires than most organizations of this size, structure fire full group is measured at the NFPA 1710 full group standard. Adopting the baseline goals from CFAI has allowed SMFRA to evaluate response time performance across the jurisdiction. These more detailed efforts also allow SMFRA to begin making comparisons with other similar organizations, although no local, regional, or national bodies have created mechanisms for easy comparison. The focus today then, is establishing baseline trends and ensuring reliability.

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Section 2: Risk Assessment

This risk assessment will examine several categories of incident risks: fires in residential and commercial structures; fires not in structures; medical emergencies; and human-contributed disasters. Special risks such as fire loads, population densities and special events will also be examined. Risks will be evaluated by examining the frequency and severity of these incidents, the potential hazards associated with various structures and occupancies, and the institutional knowledge that provides insight into SMFRAs vulnerability to the risks. These factors provide the basis for categorizing risks and prioritizing the distribution and concentration of resources. On any day, SMFRA may be asked to respond to a wide variety of incidents. While any incident type can occur on any day, certain types occur with a much higher frequency. The department will experience 38 incidents on an average day: 21 may be EMS/medical in nature; seven may be alarms; 10 may fall in the broad other category; and one may be a fire of varying type. Mutual aid to other agencies for fire or EMS incident types averages 3 per day. Below is a table that demonstrates the combined top 3 incident types and frequency by category for years 2005 through 2008.
Alarms SMFRA Combined Top 3 Incident Types by Category IncidentTypeName 2005 2006 Alarm system activation due to malfunction 1349 627 Fire alarm sounded due to dust, lack of maintenance, or similar cause 325 343 Unintentional transmission of alarm, other 188 140 Emergency medical incident 5285 4502 Vehicle accident with injuries 675 612 Lock-in 163 74 Brush, or brush and grass mixture fire 66 75 Structure fire involving an enclosed building 61 51 Cooking fire, confined to container 30 34 Dispatched & cancelled enroute 524 604 Vehicle accident, non-injury 343 328 Smoke or odor investigation, no fire 299 273 2007 820 501 276 5897 735 71 63 63 28 825 545 372 2008 407 346 425 5949 839 7 101 66 44 882 405 364 Grand Total 3203 1515 1029 21633 2861 315 305 241 136 2835 1621 1308

EMS

Fires

Other

The severity, or potential consequence, for each of these incident types also varies. The table to the right helps illustrate the relationship between the frequency (probability) of an incident and the severity (consequence), along with the corresponding risk. Each quadrant creates a different commitment of resources.

HIGH PROBABILITY LOW CONSEQUENCE

HIGH PROBABILITY HIGH CONSEQUENCE C O N C E N T R A T I O HIGH & SPECIAL RISK

MODERATE RISK DISTRIBUTION

The distribution of resources is not as influenced by risk, as a certain level of service must be available LOW & HIGH across the jurisdiction within a certain amount of REMOTE & time. Distribution, then, is more dependent on RISK SPECIAL RISK population densities and the corresponding street N designs and geography. However, as the risk increases, so does the concentration, or the ability LOW PROBABILITY LOW PROBABILITY to place adequate resources on a specific risk to LOW CONSEQUENCE HIGH CONSEQUENCE keep the event from becoming a major incident. The types and amounts of apparatus and personnel in each station, the capabilities to handle special risks, and the expertise and proximity of special teams, will all be more concentrated where the risks are greatest.

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2.A Fire and Structural Risks SMFRA experiences all manners of fire incidents from brush and dumpster fires to commercial structure or aircraft fires. All fires Correct Incident type Total Count Total % account for 3% of total annual call Brush, or brush and grass mixture fire 306 24% 241 19% volume. The fire experience, or Structure fire involving an enclosed building 136 11% occurrence rate, in all communities Cooking fire, confined to container Passenger vehicle fire 131 10% served is stable and considered low Dumpster or other outside trash receptacle fire 78 6% 63 5% compared to neighboring Fire, not otherwise classified Special outside fire, not otherwise classified 59 5% jurisdictions. Several fire types occur Vehicle fire, not otherwise classified 59 5% 32 3% more often than others. The table to Grass fire Natural vegetation fire, not otherwise classified 31 2% the right demonstrates fire Outside rubbish fire, not otherwise classified 22 2% occurrence and percentage as a Outside rubbish, trash or waste fire 22 2% Trash or rubbish fire, contained 22 2% combined authority for the years 2005 through 2008. As can be seen from this table, brush fires are the most frequently occurring fire incident type and account for a quarter of all fire incidents. Generally these fires are contained to small acreages; however there have been incidents that spread to medium and large acreage, any of which can threaten structures. As seen below, brush fires can occur throughout SMFRAs district due to the diverse topography and developments intertwined with open space and greenbelt parks.

24

The most significant areas at risk for wildfires are located in the wildland urban interface found in the southern half of the district. A formal risk assessment was conducted of those areas through the creation of a Community Wildfire Protection Plan (CWPP). The CWPP assigns a hazard rating to each community in the interface in order to prioritize resources and mitigation efforts. The figure below shows the hazard ratings associated with the various communities. See the complete CWPP for more details.

Structure fires are the second most frequent fire type with 57% occurring in single-family homes, 14% in multi-family and 4% in assisted living or other residential-type care facilities. Three quarters of structure fires are involved in residential-type households. The balance of structural fire occurrence is in commercial structures including high-rise buildings. The risk or consequence severity increases from single residential homes to multi family to large commercial structures. The map to the right shows structure fires for the years 2007 through the third quarter of 2009.

25

As stated previously, SMFRA has developed a risk matrix that examines the risk level with the frequency of occurrence. This is illustrated in the table below for combined incidents from 20052008. All structure fires are in the moderate risk and higher categories. Special risks are low frequency only.

Low Risk
Brush or Brush/Grass Mix Fire 1-10 acres (303)
High Frequency

Moderate Risk
Residential Structure Fire (139)

High or Special Risk

Passenger Vehicle Fire (131) Cooking Fire (156) Dumpster Fire (78) Vehicle Fire, NOC (59) Special Outside Fire (59)

The special risk category, from Chimney Fire (14) Multi Family Residential Commercial Structure a fire perspective, is one that Structure Fire (34) Fire (47) can have catastrophic impact to Trash/rubbish Fire (22) Brush/Grass Fire >20 Acres (2) Nursing/Assisted Living Center life and property. While the Outside Trash/waste Fire (22) Fire (4) business mix in the jurisdiction Transport Vehicle Fire (13) Natural Vegetation Fire (31) High Rise Fire (4) is quite diverse, economic Fuel Burner Fire (8) disruption or devastation to an Aircraft Fire (3) organization, or the tax base, is Rail Vehicle Fire (1) Wildland fire >100 Acres (1) possible. It is important to note that fire loss values overall vary year to year. The two greatest commercial fire losses in the recent past were a grocery store undergoing a remodel, and an apartment building under construction. To gain a full understanding of the near-term fire history, and therefore risk, the combined SMFRA experience for the years 2005-2008 is presented below. Stations 46 and 47 were constructed during these years. To best present the fire history for this Standard of Cover, the current station distribution is used.
SMFRA Combined Fire Incident History by Station District: 2005-2008
Count of IncidentCadEventNumber IncidentTypeName Brush, or brush and grass mixture fire Structure fire involving an enclosed building Cooking fire, confined to container Passenger vehicle fire Dumpster or other outside trash receptacle fire Fire, not otherwise classified Special outside fire, not otherwise classified Vehicle fire, not otherwise classified Grass fire Natural vegetation fire, not otherwise classified Outside rubbish fire, not otherwise classified Outside rubbish, trash or waste fire Trash or rubbish fire, contained Chimney or flue fire, confined to chimney or flue Road freight or transport vehicle fire Outside equipment fire Fuel burner/boiler malfunction, fire confined Structure fire not involving an enclosed building Off-road vehicle or heavy equipment fire Outside storage fire Aircraft fire Fire in a Port-O-Potty Fire in motor home, camper, recreational vehicle Commercial compactor fire, confined to rubbish Cultivated vegetation, crop fire, other Fire in portable building, fixed location Self-propelled motor home or recreational vehicle fire Camper or recreational vehicle (RV) fire Forest fire or large wildland fire Rail vehicle fire Grand Total DueStation 31 9 16 12 2 4 10 3 4 1 4 2 1 1 32 14 17 9 21 10 15 14 16 2 2 3 2 3 1 3 33 19 21 9 5 8 6 12 8 5 1 1 1 4 1 34 24 18 16 13 3 13 6 10 4 1 5 2 2 1 1 2 3 1 4 3 1 1 1 1 1 1 1 71 134 5.6% 10.5% 106 8.3% 123 9.6% 76 6.0% 55 4.3% 33 2.6% 26 2.0% 13 1.0% 1 45 3.5% 115 9.0% 100 7.8% 49 3.8% 73 141 5.7% 11.0% 68 5.3% 1 1 1 1 1 1 1 1 35 8 12 3 15 8 4 3 9 3 3 36 11 6 7 8 4 3 5 2 2 1 2 1 2 37 13 6 3 2 1 3 3 1 38 6 4 39 3 1 3 5 1 40 22 2 1 1 1 2 6 1 2 1 3 1 1 1 2 1 41 36 23 11 14 7 2 1 2 4 1 2 2 4 2 1 1 1 4 2 42 28 27 9 9 6 3 1 2 3 1 2 4 43 21 15 5 2 1 1 2 1 1 44 20 10 9 11 4 1 1 2 3 1 2 1 45 27 35 30 22 7 4 1 46 23 15 10 5 3 1 Grand % of Total Total 306 24% 241 19% 136 11% 130 10% 78 6% 63 5% 59 5% 58 5% 1 32 3% 31 2% 1 22 2% 4 22 90% 2 22 14 13 9 8 1 5 4 4 3 1 3 3 2 2 2 2 1 1 1 49 1277 100.0% 3.8% 100.0% 47 22 13 2 1 1

Low Frequency

3 4 2 1 3 1

3 1

2 2 3 1 2 1 1

4 1 2 1

26

It is important to compare the fire experience by station district with the total all incident categories table presented on page 15. There are several general correlations between station district size, population make-up and fire frequency. However, several station districts have more fire experience because of the property use risks. These will be presented later with other special risk occupancy information. Vehicle fires are the third most frequent fire risks in the community and fall within the low-risk high-frequency category. No life loss occurred during the past recent years; however, property loss is the greatest consequence as vehicles on the road today have higher values comparatively than in years past. There are several high speed interstate corridors that bisect the communities served and vehicle fires on these corridors can present a challenge. As stated previously, special risk fires occur infrequently but are of a high risk nature. The consequences when they occur can be great. SMFRA has not had any incidents with great life loss or multiple casualty incidents. However, several aircraft crashes/fires resulted in loss of life during the study period. Fortunately, none of the other special risk fire incidents experienced loss of life. 2.B Structural Risk Methodology and Ratings Fire incident history reinforces the response planning, training, and operational strategy and tactics used on incident scenes. There is extensive incident management experience among SMFRA personnel. There is also information gained from cross-jurisdictional cooperation and learning from numerous national bodies. This collective information allows SMFRA to examine the structures in the communities served and incorporate the findings into the risk assessment. The risks are relative in comparison to the overall inventory, construction, property use, detection and suppression systems and age or general condition of the structures. There are more than 69,000 permanent households distributed throughout the jurisdiction, with the majority in the central or core urban areas. These households include single-family homes and 850 multi-family (2 or more) occupancies such as condominiums, townhomes or apartment buildings. Commercial structures and occupancies number more than 6,200 including retail, schools, manufacturing, or restaurants. New buildings, occupancies or tenant finish projects are added continually. Each new building or renovation requiring a fire permit is given an occupancy identification number. Pertinent data about the building or construction project is entered into the record management system (RMS) FireManager as part of the plan review and construction permitting process. Fire detection, suppression, and other life safety systems are examined based upon code requirements and the associated risks decrease as an outcome. Once construction is complete, a final inspection approved, and a certificate of occupancy issued, that building or unit is added to the annual or bi-annual inspection list. Line crews will develop a pre-plan based on RMS information and an on-site review. Lastly, life safety education efforts target commercial building businesses to teach safety warden, fire extinguisher, first aid, CPR with AED, and emergency planning. SMFRA has designated four categories of risk for structures (and incident types): special, high, moderate, and low. Using the RMS and input from operations staff, the schematic table below containing rating factors was designed to express known risks. Each risk factor is assigned a graduated score. 27

Modified Hazard Assessment Risk Profile Scoring Criteria

Risk
Water Supply Fire flow is available Points= 0 Type I Points= 0 Special and Outdoor (900-984) NFPA Property Use Points= 0 Points= 2 Number of Above-Grade Floors Height in Feet (from lowest point of vehicle access) Presence of Below-Grade Floors 1-2 floors above grade Points= 0 1-30 feet 31-72 feet 3-5 floors above grade Points= 3 Points= 5 More than 72 feet Points= 4 Points=6 More than 5 floors above grade Type IV Points= 2 Storage Codes (800899) Type II Points= 3 Business or Mercantile (500-599) Type III Points=4 Assembly (100-199), Educational (200-299), Residential (400-499) Type V Points= 5 Healthcare, Detention, or Correction (300-399) Points=10 Industrial, Utility, or Defense (600699), Manufacturing or Processing (700-799) Points = 10

Low (1-15)

Moderate (16-39)

High (40+)

Special
Fire flow is not available Points= 10 AS-Air Supported

Predominant Construction Type

Points=8

Points= 0 No floors below grade Points= 0

Points= 3 Points= 5 At least 1 floor is below grade Points= 5

Total Square Footage Maximum Building Population (Occupancy Load if Assembly Automatic Sprinkler Systems

1-7500 square feet Points= 0 0-10 people

7501-15,000 square feet Points= 2 11-50 people 51-100 people

15,00125,000 square feet Points= 3 101-300 people

25,00140,000 square feet Points= 4 301-2,000 people

More than 40,000 square feet Points= 10 More than 10,000 people Points= 10

2,001-10,000 people Points= 7

Points= 1

Points= 2 Points= 3 Points= 4 Points= 5

Fully sprinklered

Partially sprinklered and nonsprinklered Points= 10

Points= 0 Monitored fire alarm system is installed Points= 0 Low Points= 0 All occupants are ambulatory and can self evacuate Points= 0 1 Local fire alarm system is installed No fire alarm system is installed

Fire Alarm Systems

Points= 3

Hazard of Contents

Points= 5 Ordinary Points= 5

High Points= 10 Some or all of occupants are not ambulatory and cannot self evacuate Points= 10 Any above

Mobility of Occupants

Total Possible

15

31

39

50

28

The table above objectifies common risk criteria for structures, occupants, and responders. This model was applied to all structures in the database and the outcomes are presented in the table below and the map to the right. Not all structures in the data set contain all required fields; this is an inherent problem with database management. Furthermore, this results in minor underrepresentation or rating of some structures and can only be corrected as fields are updated following inspection processes. It is important to reinforce the plan review and inspection process as a primary means for assuring buildings are built to adopted code requirements. The table below shows the risk rating results by station districts.
StnDist 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 Grand Total # Low 3 162 58 226 358 49 1 2 19 127 129 96 211 49 1490 % Low 0.2% 10.9% 3.9% 15.2% 24.0% 3.3% 0.1% 0.1% 1.3% 0.0% 8.5% 8.7% 0.0% 6.4% 14.2% 3.3% 0.0% 24.0% # Moderate 141 673 340 599 1021 49 9 42 20 299 321 266 3 168 307 70 3 4332 % Moderate 3.3% 15.5% 7.8% 13.8% 23.6% 1.1% 0.2% 1.0% 0.5% 6.9% 7.4% 6.1% 0.1% 3.9% 7.1% 1.6% 0.1% 70.0% # High or Special 13 62 36 34 67 9 4 4 7 26 19 31 9 18 35 19 10 676 % High or Special 1.9% 9.2% 5.3% 5.0% 9.9% 1.3% 0.6% 0.6% 1.0% 3.8% 2.8% 4.6% 1.3% 2.7% 5.2% 2.8% 1.5% 11 # Grand Total 157 897 434 859 1446 107 14 48 46 326 467 426 12 282 553 138 13 6225 % Grand Total 2.5% 14.4% 7.0% 13.8% 23.2% 1.7% 0.2% 0.8% 0.7% 5.2% 7.5% 6.8% 0.2% 4.5% 8.9% 2.2% 0.2% 100.0%

Almost one quarter of the rated occupancies are in the low-risk category. These are typified as 1-2 story structures with low occupancy loads and light use. This includes many mixed-use business offices and private storage facilities. The majority of buildings and occupancies rated are in the moderate category. Fully 70% fall into this wide range of usage. Moderate-risk structures include multi-family residences, multi story office buildings, and hazards associated with various business uses. Occupancy loads are higher in this category as well. High or special risks comprise 11% of the total occupancy and building inventory in the jurisdiction. While the structures themselves may not pose a particular fire risk, the property use and contents, people or supplies and equipment, are such that they garner special attention. The map above shows the jurisdictions building and occupancy inventory in relation to the prescribed risk levels. 29

High or special risk buildings and occupancies are worthy of further examination to reinforce SMFRAs identification of risks and capabilities to respond to emergencies. Several classifications are added to the special risk category to illustrate this understanding: High rise Multi-family Critical Infrastructure Unhydranted The map above shows all high/special occupancies from the risk matrix database within station district/planning zones. There are increased concentrations in the urban areas as well as the industrial corridor in the southwestern portion of the jurisdiction. As stated previously, occupancies that met specific criteria were elevated to special risk. For example, multi-family complexes are generally moderate risk, however, given the numbers of persons at various hours and ability to self evacuate, these factors raise the risk. High rise structures, generally those 6 stories or greater, present a special risk to emergency response. As shown to the left, the majority of high rise buildings are in the urban areas including Station Districts 31-35. These are usually large square footage, high occupancy facilities. In some special-risk locations such as hospitals, there are nonambulatory persons or other risk factors that compound the overall risk rating. However, these known risks are mitigated to a degree by having fire detection and suppression systems. Also, the building inspection process helps assure the systems are tested on a periodic basis. Multifamily buildings and complexes are another special risk. These structures are generally moderate in risk because of modern construction methods. Most are located in the urban and suburban portions of the jurisdiction, as shown to the left. Common areas usually have detections and suppression systems but residential areas are not subject to annual inspections so risks cannot be mitigated as well through the inspection process as commercial buildings. Household and resident population is denser and residents are often asleep when fires occur. Smoke detectors may not function properly due to poor maintenance. Condominiums and townhomes have occupants with a vested interest in keeping units in good shape whereas apartment 30

complexes tend to see more frequent turnover with less upkeep. Incident response to these structures is similar to high-rise buildings to support safety. Lastly, most municipalities have banned the use of barbeque grills on balconies; a known risk factor. Unhydranted areas, and those with poor water supply, present special risks to occupancies. Although a building may be low or moderate risk, the fact that water supply is critical elevates the rating. As shown to the right, occupancies in this special risk category are generally in the rural segments, although are also in older suburban areas. As communities continue development, these older communities may tie into new lines to improve water availability. SMFRAs response plans to these areas and occupancies include water tender apparatus to support water relay or shuttle capabilities. SMFRA has also added large-volume foam capability to several outlying engines to make better use of water supplies. Station District 40 has a large number of industrial occupancies with no water, or poor water flow. There are also freight rail lines running through the district. The final class included in the special risk category is critical infrastructure as defined by Department of Homeland Security policy. These are structures and occupancies that are vital to a community or region. Communication centers, hospitals, government (including public services) and judicial offices, transportation and utilities are of the highest priority for identification and response. It is important to know these buildings and respond appropriately. Each identified building or occupancy provides an important service to the communities or region where a catastrophic loss would have a major disruption to lives or services. There is also the risk that if a significant event occurred, there could be serious loss of life. The Homeland Security Critical Infrastructure list below shows the type of facilities and count as they occur in the jurisdiction. This is also presented in the map to the left to understand the distribution of these facilities.

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Count of Occupancy ID Property Use Description Airport passenger terminal Communications center Computer center Courthouse Defense, military installation Electrical distribution Electricity generating plant Fire station Health care, detention, & correction, other Hospital - medical or psychiatric Industrial, utility, defense, agriculture, mining, other Police station Post office or mailing firms Public or government, other Railroad yard Rapid transit station Sanitation utility Utility or Distribution system, other Water utility Grand Total

Total 1 41 10 2 1 3 3 19 1 4 7 2 10 5 2 3 2 18 130 264

Mass casualty incidents involving fire are extremely rare in the region. Large urban cities generally have greater fire loss and civilian casualty and death due to the aging buildings and infrastructure. 2.C Mitigation Efforts: Life Safety Activities The Life Safety Bureau (LSB) is primarily responsible for the enforcement of the adopted fire codes and standards throughout the jurisdiction. The LSB is led by a Fire Marshal who provides general direction and management of the LSB, along with direct supervision of fire investigation personnel who examine the origin and cause of fires, explosions, and hazardous materials emergencies within the jurisdiction. The LSB is divided into two main functional areas: Development and Construction and Code Compliance. Development and Construction is responsible for ensuring that all new construction and alterations to existing buildings comply with the adopted fire codes and standards. Site plans, construction documents, fire protection system plans, and other permit applications are reviewed for compliance by a team of plan reviewers. During the construction and installation process, a team of fire inspectors performs site visits to verify compliance with the approved plans, fire code, and installation standards. Code Compliance is generally responsible for ensuring that buildings and facilities are maintained properly after they are constructed and occupied. A team of Life Safety Technicians, supplemented by assigned line personnel (Fire Prevention Technicians), performs periodic inspections of existing businesses in order to educate the business owners on fire safety, identify hazards and correction strategies, and obtain compliance. The Life Safety Technicians also work with the firefighters to follow up on false alarms, system malfunctions, citizen complaints, or safety concerns identified when the firefighters are out examining buildings for preplan purposes. Code Compliance also includes personnel dedicated to hazardous materials compliance. These Hazmat Specialists collect and track federal hazardous materials information 32

(SARA Title III) and serve as a resource to the rest of the LSB and firefighting personnel on hazmat issues such as acceptable storage amounts, system installations, spill response, and cost recovery. The LSB Code Compliance team has identified and prioritized the occupancies based on hazards identified previously. Most assemblies (A), educational (E), hazardous (H), institutional (I), and residential (R) occupancies are inspected on an annual basis. All other occupancies are inspected biannually with half assigned the first year and the second half the next year. This twoyear cycle will continue until all are completed and the process can be re-evaluated. Mitigation Efforts: Structural Preplanning Two coordinators were assigned to re-define the pre-plan program, including the merging of former processes and the development of a new focus and future direction of the program. A new pre-plan schedule and criteria for that schedule was created. The pre-plan format and content was also redefined. The main focuses of the program in 2009 and 2010 will be to train personnel on the new processes, re-format existing pre-plans, catch up on pre-plans to ensure all critical hazards are familiar to line personnel, and improve information sharing with the Life Safety Bureau to improve data accuracy and line personnel awareness of current fire code and technology issues. Pre-plan assignments are consistent with the risks identified previously and the occupancy inspection priorities. This effort further ensures organizational understanding of structural risks. The formal preplanning process strives to ensure that line personnel are familiar with the structures and hazards in their response area and that all occupancies have a pre-fire plan of attack. An initial pre-plan is assigned by coordinators to line companies. Data is gathered from the RMS and drawings are completed from a template. All information is reviewed by the coordinators and then forwarded to the communications center, MetCom. Preplans are sent to responding units and made available on the mobile data terminals.

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2.D Non-Fire Risk Assessment SMFRA provides all hazards response capabilities designed to intervene with appropriate resources in the quickest time possible. In order to achieve the expectations of the communities served, SMFRA trains and equips all line employees for numerous capabilities at the operations level. These capabilities were introduced previously in the personnel resources section. In addition to community expectations, industry standards resulting from years of incident response guide SMFRA. Incidents that occur in the jurisdiction are documented and reported to state and federal organizations. There are four general categories when reporting: Alarms, EMS, Fires, and Other. Fire incidents were covered in the previous section. The table below shows the four categories and total emergent calls by station district.
All Incidents 2005-2008
Count of IncidentKey CVLEGEND DueStation Alarms EMS Fires Other Grand Total 502 1683 71 456 2712 31 1574 3325 134 1062 6095 32 530 2328 105 712 3675 33 1188 3067 123 1188 5566 34 1189 2023 76 824 4112 35 335 862 55 678 1930 36 198 517 33 191 939 37 425 673 26 283 1407 38 547 404 12 757 1720 39 99 240 45 110 494 40 394 2536 115 1042 4087 41 371 2112 99 958 3540 42 51 448 49 198 746 43 426 1176 73 768 2443 44 620 2876 140 1512 5148 45 231 988 68 569 1856 46 89 365 47 212 713 47 Grand Total 8769 25623 1271 11520 47183 % Grand Total 19% 54% 3% 24% Several stations added between 2005 to 2008 but call history is applied to current station distribution % Total 6% 13% 8% 12% 9% 4% 2% 3% 4% 1% 9% 8% 2% 5% 11% 4% 2%

As shown on page 21, medical and/or trauma-related incidents occur most frequently, often in relation to vehicle or other transportation accidents. While commercial fire alarms are the second most occurring incident type in jurisdiction, there is a high frequency of false positive or false alarm calls. False alarms may occur due to dust, lack of maintenance, or other causes. However, often times they are true alarms when sounded due to cooking or other actions. The risks associated with these false alarms are an increased call demand on resources, increase possibility of traffic collisions, and decrease in citizen and firefighter confidence in the fire alarm systems. From 2005 to 2008, 46% of all calls were emergency medical related involving patient care. These are requests for service where an illness or injury is such that the patient may need prehospital care. Details about emergency medical related incidents will be presented later. Emergency Medical Services (EMS) is also a call category combining numerous incident types which account for 54% of all incidents. Most rescue type incidents (e.g. elevator rescue, trench extrication, water or high angle rescue) fall into this category and a person may not necessarily become a patient if no illness or injury were involved. 34

IncidentTypeName

Total

% Total

21633 46% All non-fire call types that Emergency medical incident Alarm system activation due to malfunction 3203 7% occurred 1% of the time or more Vehicle accident with injuries 2861 6% 2835 6% frequently are presented in the Dispatched & cancelled enroute Vehicle accident, non-injury 1621 3% table to the right. Fire alarms Fire alarm sounded due to dust, lack of maintenance, or similar cause 1515 3% 1308 3% with various causes account for Smoke or odor investigation, no fire Unintentional transmission of alarm, other 1029 2% 20% of overall call volume. Fire alarm, malicious, mischievious activation, no fire 809 2% detector activation due 791 2% Vehicle accidents, with or Smokeservice assistance, otherto cooking or burnt food Public 690 1% without injuries, account for 9% Lock-out 630 1% call, other 548 1% of all emergent calls. Six percent Good intent or LPG leak (inside) Natural gas 503 1% of calls were cancelled enroute Natural gas or LPG leak (outside) 486 1% Alarm system activation (no fire), unintentional 388 1% as additional information False call (other than a fire alarm) 379 1% 360 1% warranted no response, or the Water or steam leak Medical alarm activation, no medical problem 348 1% problem was handled by law Service Call, other 342 1% 340 1% enforcement. Each specific Water evacuation or shut-off Lock-in 315 1% incident is documented and Assist invalid 242 1% reported in the RMS. The history of incident type again defines the risk matrix SMFRA uses for assessing risk and response levels.

The table below shows the three summary risk levels, or potential consequence, with the associated level of frequency as experienced. Known incidents from the 2005-2008 database are included where possible. Low Risk High Frequency
Emergency Medical Incident (21633) All Alarm Transmissions (Unintentional, Malfunction, Poor Maintenance, etc.) Vehicle Accident (996) Extrication of Victim(s) from Elevator (134) Fuel Spill <25 Gal. Cardiac/Stroke or Respiratory Event Vehicle Accidents w/Injury & Extrication Required Motor Vehicle vs. Pedestrian or Bicycle (84) All Entrapment Fuel Spill >25 Gal. Air Alert II (64) Trench Rescue (4) Dive Alert II or Recovery (16) Multi Vehicle Accident w/Mass Casualty or Heavy Extrication All Mass Casualty Incident Hazmat Level III Event Tech Rescue Level III Water/Ice Rescue (3) Aircraft Crash With-Injury(4) Aircraft Crash Non-Injury(26)

Moderate Risk
Vehicle Accidents w/Injury (2861) Other Traumatic Injury Indoor Gas Leak (503)

High or Special Risk

Low Frequency

Air Alert I Gas Line Rupture Power Line or Sparking Wires

35

Emergency medical incidents are the highest frequency call type SMFRA responds to, but are generally of a low-risk nature. On the other end of the matrix are low frequency, high/special risks. These are incidents which have the propensity for extreme consequence to lives and property. Similar to the fire risks, response plans for non-fire incidents are based upon capabilities needed, including personnel and tasks that need to be accomplished. 2.E Emergency Medical Services The table to the right presents a sample of patient contacts from 2008. Traumatic injury occurs from falls and other non-vehicular accidents. The list supports the need for BLS and/or ALS capabilities on scene. This ALS capability allows for advanced procedures including: advanced airway management, defibrillation, advanced patient assessment with diagnostic tools, intravenous drug therapy, and other ALS procedures.
2008 SMFR Primary Patient Problem
Primary Patient Problem Traumatic injury Altered level of consciousness Chest pain / discomfort Syncope / dizziness Abdominal pain / problems Behavioral / psychiatric disorder Dyspnea Seizures Syncope / fainting *Other Poisoning / drug ingestion Back Pain/Injury Respiratory Distress Vomiting Diabetic symptoms (hypoglycemia) Stroke / CVA Cardiac rhythm disturbance Allergic reaction Hyperventilation Cardiac arrest Total 1199 340 339 274 256 243 223 215 204 186 148 117 86 86 71 62 61 59 58 49 Primary Patient Problem Total Unconsciousness or altered LOC - unknown etiology 45 Obvious Death 33 Choking or airway obstruction 31 Epistaxis 22 Hypovolemia / shock 22 Pregnancy / OB delivery 18 Inhalation injury (toxic gas) 14 Airway obstruction 13 Smoke inhalation 8 Vaginal bleeding 8 Electrocution 4 Stings / venomous bites 4 Hyperthermia 3 Respiratory arrest 2 Sexual assault / rape 2 (blank) 2 Dehydration 1 Hypothermia 1 Nausea 1 Grand Total 4510

Once an assessment has occurred and treatment begun, transport options are explored. SMFRA has several excellent choices for patient destination. Priority consideration is given to patient need, hospital capability and availability status. The opening of Sky Ridge and Parker Adventist hospitals, in Station 34s and 42s response areas respectively, has contributed to decreasing rescue transport time and improved return to service times as the hospitals are in the jurisdiction. Littleton and Swedish hospitals remain viable options for transport when the incident location to hospital distance is shorter, or the level of trauma care required is a deciding factor. Other local hospitals are used when appropriate. Patients may request transport to other regional hospitals if warranted. Lastly, SMFRA has access to airmobile medical response teams if needed. While this option is used rarely, it is viable for major trauma patients when extrication or transport times may take too long. The map to the right displays the concentration and distribution of ALS resources described previously. BLS capability is maintained on all front line units. ALS capability is distributed across the jurisdictions response zones to allow for patient care on high consequence incidents, regardless of frequency. As with fire incidents, BLS and ALS resources have greater concentration in the core urban response zones where the majority of various incidents 36

occur. 2.F Hazardous Materials Risks Incidents that involve hazardous materials could be the worst non-fire risk in the areas served. SMFRA prepares for known risks, and must also be capable of handling catastrophic events with current resources or with additional regional resources that would become available. There are three, generally-recognized sources for hazmat incidents in the jurisdiction: transportation of materials, storage and use by industries, and failures in delivery lines or appliances. The first, transportation, is commonly seen by commercial carriers involved in an accident, but can also be a passenger vehicle leaking gasoline. Most of these are 25 gallons or less and handled by first arriving units. Larger spills may require additional resources. SMFRA has numerous facilities/occupancies that contain hazardous materials for various industrial or commercial uses. Water and gas utilities are the largest users of common hazardous materials. Food processing, storage and distribution companies use high quantities of refrigerant agents. Several industrial mining laboratories contain chemical inventories for testing and processing samples. Vehicle repair shops keep chemicals for welding and other shop repair services. These facilities are required to report to county offices and maintain detection and suppression systems to mitigate increased risks. They are also periodically inspected to existing IncidentTypeName 2005 2006 2007 2008 Grand Total code requirements by SMFRAs Life Natural gas or LPG leak (inside) 112 128 128 135 503 Safety Technicians and Hazmat Natural gas or LPG leak (outside) 152 92 145 97 486 Carbon monoxide incident 62 31 41 30 164 Specialists. Gasoline or other flammable liquid spill 19 46 38 39 142
Carbon monoxide (CO) detector activation due to malfunction Chemical spill or leak Natural gas or LPG leak (outside) due to cut gas line Hazardous condition, other Carbon monoxide detector activation (no CO detected by FD) Oil or other combustible liquid spill Hazmat release investigation w/ no hazmat Explosion (no fire), not otherwise classified Chemical hazard (no spill or leak) Flammable gas or liquid condition, other Fireworks explosion (no fire) Explosive, bomb removal (for bomb scare, use 721) Biological hazard, malicious false report Biological hazard investigation, none found Munitions or bomb explosion (no fire) Air or gas rupture of pressure or process vessel Grand Total

Incident history best demonstrates the third hazardous materials incident source involving gas leaks from delivery systems or appliances. These occur 1 indoors and outdoors as well as in 1 2 1 2 private households and commercial 2 1 1 occupancies. The table to the left 1 1 displays the hazardous materials 412 376 472 417 response incidents from 2005 through 2008. Indoor and outdoor gas leaks combined account for over half of all incidents during the study period. Carbon monoxide incidents account for another 17% of these call types. However, half of these either were detector malfunctions or no carbon monoxide found.
4 5 3 4 2 4 2

4 37

18 16 22 2 6 3 4 2 2

51 14 27 5 10 2 1 3

48 12 27 17 4 3 1 2 1 1

121 79 76 28 25 11 10 9 7 4 3 3 2 2 1 1 1677

Other less frequently occurring incidents make up the balance of hazardous materials response. Some of these can be quite serious and pose a significant exposure to occupants, responders, and the surrounding community. SMFRA maintains a hazardous materials team for deployment with specialty apparatus and equipment. Front line units have detection and monitoring equipment and are trained to manage incidents to conclusion or establish initial actions as the special team mobilizes. SMFRA also participates with county and regional groups. SMFRA uses incident history, institutional knowledge, plan review and inspection of new construction, on-going business inspections, and hazardous materials reporting databases to determine the facilities that store, use and handle hazardous materials. For the purposes of this risk assessment, the Arapahoe County Hazardous Materials SARA Title III database was queried to determine all facilities that have reported hazardous materials. There are 37

approximately 882 businesses that contain hazardous materials of varying quantities and hazards. In order to determine the facilities with the highest risks, those with extremely hazardous substances (EHS) were extracted and then further limited to include those that have had significant past incidents, have the hazardous materials in locations that may not be obvious to emergency responders, and process the materials in a manner that would pose a greater threat. The result was a list of 56 facilities, shown in the map below.

2.G Other Non-Fire Jurisdictional Risks Each station district or planning zone has the same probability of experiencing weather-related phenomena such as tornados, severe lightening and hail storms, flash flooding, blizzards, and drought. The metro Front Range area experiences dramatic changes in weather; often predictable, but at times sudden and violent. Significant snow storms and blizzards are a recurring event in the Denver metro area, with notable blizzards occurring in 1997, 2003, 2006 and 2009. Not all of them result in heavy property damage, although the 1997 blizzard is estimated to have caused $10.5M and, in 2003, $30.5M. Hail storms are a frequent component of the many thunderstorms that form in the Colorado front range area and have included some of the most expensive storms in the nations history. Arapahoe and Douglas Counties have experienced approximately 343 hail events from 1990 through June, 2009. The associated property damage with these hail events has been estimated to be in excess of $252M. Very few injuries and no fatalities were found during that time period. Colorado averages about 20-25 tornadoes each year. From 1990 through June, 2009, Arapahoe and Douglas Counties experienced approximately 58 tornadoes. During that time period, the tornadoes were estimated to have caused approximately $7M in property damage, with some injuries reported. The past 38

decade has seen advancements in weather warning systems which are received in the communications center and broadcast to public agencies and media outlets. Transportation-related incidents occur daily and have a moderate probability of occurrence. Several major arterials and high-volume secondary roads between residential and commercial areas bring a daily exchange of commuters into, through, and out of the jurisdictions boundaries. The combination of high traffic volume, moderate- to high-speed and/or disruptive flows or traffic, and mixed vehicle types (e.g. truck, cars, buses, etc.) create conditions for accidents. A commercial rail line and a general aviation airport add to the varied incident types the department experiences. During the years 2005-2008, there were over 3800 vehicle accidents responded to with 74% resulting in injuries requiring patient transport. This averages to over 700 patient transports per year. Seventy five percent of these vehicle accidents occur at intersections. Commercial carriers are involved in accidents less frequently than passenger vehicles and rail transport accidents are quite rare. Swift water rescues and other technical type rescues also occur rarely and the probability is low. There are instances where creeks become flooded, or a motorist drives into a pond. Ice surface rescues pose a threat during the winter months when the ice layer is thin or unstable. All front line units have training and to effect surface rescues. When an incident requires underwater rescue or recovery, the dive team would be utilized. Technical rescues may involve high angle, trench, or confined space. Again, front line units have training and equipment to initiate actions and specially trained team members are deployed when needed. During the same study period, 2005-2008, there was an average of one surface rescue and 4 in jurisdiction recoveries per year. Special events are another non-fire risk in the jurisdiction. These usually involve large gatherings in congested areas with poor mobility because of the concentration of spectators and participants. Professional golf tournaments, triathlons, concerts, and community or civic events occur on a regular basis. The largest gathering by far was when Pope John Paul II conducted a service in 1993 for World Youth Day at Cherry Creek reservoir. Over 500,000 people attended. Significant special events are pre-planned with other public and private entities to ensure adequate response to emergencies. SMFRA can place dedicated fire and EMS companies with apparatus dedicated to the event. Bicycle medics are deployed when there are advantages to do so. This is often advantageous when there are street closures/access limitations, large gatherings of people in congested areas, and also includes the Park Meadows Mall during holiday periods. Appendix B contains a full list by station district/planning zone of known hazards. SMFRA has done an effective job of evaluating all known risks and establishing response strategies. Safety to employees while responding to emergency incidents is paramount. Ensuring line staff has the benefit of modern safety equipment and special tools are critical for ensuring effective response.

39

Section 3: Historical Perspective and System Performance

3.A Distribution Geographic location of all first-due resources for initial intervention. Generally measured from fixed response points, such as fire stations, and expressed as a measure of time (CFAI 2009). SMFRA has 17 stations built over a 50-year period serving 198,000 residents in a 176-squaremile area. Stations were added as growth extended from the Denver urban core into developing suburban communities. These evolved to todays cities, business parks, and retail centers and recreational areas. As communities later developed into cities, special districts were formed to provide basic services. Similar to traditional city fire departments, new stations were added as population, service demand, and revenue grew. The current distribution of stations exists from the merger of Parker Fire Protection District and South Metro Fire Rescue District. Each special district added stations as need increased. Both agencies respected the shared boundaries by supporting mutual aid to each other. The map below shows the current distribution of stations along with outlines of the previous respective boundaries.

As the decision to merge advanced, particular attention was given to the current distribution and the ability to provide a timely, yet not redundant, response to the new jurisdictional boundaries. The table below shows summary details of response time performance for first-on-scene units to emergency incidents in jurisdiction by the three population segments.

40

Year 2007 Urban Suburban Rural 2008 Urban Suburban Rural

Count # 7,244 2,964 686 6,812 2,611 562

Dispatch 90th 1.48 1.47 2.04 0.87 0.85 0.97

SMFRA* Combined 2007 -2009** Turnout % 90th % 77 2.25 61 78 2.35 52 62 2.69 40 95 95 91 2.1 2.17 2.46 66 61 50

Travel 90th 5.42 6.73 9.12 5.32 6.73 9.75 5.67 6.76 8.65 % 88 88 98 89 88 98 86 89 98 90th 8.15 9.33 12.48 7.45 8.93 12.2 7.59 8.68 11.08

Total % 87 88 97 92 90 98 91 92 98

2009** Urban 5,173 0.8 96 1.88 74 Suburban 2,012 0.82 95 2 68 Rural 414 0.93 93 2.18 61 * Combined data is based on incident location and first unit arrival regardless of responding agency * *2009 Qtrs 1-3

First-on-scene unit response is critical to ensuring effective outcomes. The officer and company size up the incident, report conditions and request any additional resources or capabilities not already assigned to the incident by MetCom. If other responding units are not needed, they are returned to service. The dispatch interval of the total response time shows marked improvement from 2007 to 2008. MetCom first opened in 2006 and made many improvements during the first year. Continued efforts contributed to the excellent performance delivered today. Turnout times continue to improve incrementally. Travel times are stable but need to be monitored to assess impacts from continued growth on transportation infrastructure. SMFRA will use the next few years to plan for growth and examine opportunities for realigning existing stations where there is benefit, while maintaining fiscal responsibility. Land acquisition should be a priority as land prices today are very expensive and increase as urbanization continues. 3.B Concentration The spacing of multiple resources arranged so that an initial effective response force can arrive on scene within the time frames outlined in the on-scene performance expectations. An initial effective response force is that which will most likely stop the escalation of the emergency for each risk type (CFAI, 2003). Resources are concentrated greater in the urban areas than in rural areas. However, comparisons are not as simple in suburban areas as most station district resources respond to a mix of urban, suburban, and rural areas, as shown below.
2008 1st on Scene Emergent Incident Count/Percents
Count of IncidentNumber StationDistrict 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 Grand Total UrbanSuburbanRural Rural

15

127

4 90 142 166 19 55 14 41 673

Suburban 50 203 53 89 250 344 221 288 236

Urban 611 1290 879 1302 680

666 145 176 57 282 3060

828 176 611 1059 91 7527

Grand Total 661 1493 947 1391 930 471 221 288 240 90 970 1008 164 842 1130 414 11260

% Total 5.9% 13.3% 8.4% 12.4% 8.3% 4.2% 2.0% 2.6% 2.1% 0.8% 8.6% 9.0% 1.5% 7.5% 10.0% 3.7% 100.0%

41

Urban population density is defined as 2,000 persons per square mile or greater. Stations 31-35, 41,44 and 45 (8 of 17) serve the most urban portions. These stations have a square mile range of 5 to 17 square miles of total coverage and an average of 8.25 square miles. The defined urban land area accounts for 23% of the total jurisdiction and the service demand is approximately 70% of call activity from a population of approximately 63% of the jurisdictions total. The rural population density is 500 persons or less per square mile. Stations 40 and 47 are primarily rural while other stations serve portions of rural areas. These two stations account for a total of 36 square miles with an average of 18 square miles. The rural total area accounts for 28% of response area but does not include the vast open area between Interstate 25 and the Parker area where there is little to no development. Currently there are few roads there. Rural population is 6% of total population and calls for emergency response accounts for approximately 6% of total incidents. Suburban population density is between 500 and 2,000 persons per square mile. As stated previously most stations respond to 2 or more population density areas but these remaining 7 stations serve predominantly suburban areas. The land mass in this category is approximately 87 square miles, a range of 5 to 18 square miles, with an average of 10 square miles. The land mass is approximately 49% while demand for emergency response is approximately 25% of total calls from a population of approximately 30% of total residents. 3.C Reliability In addition to examining demand for service as a predictor of performance, it is important to examine response time and capabilities of responding units. The table below demonstrates SMFRAs ability to meet established response time goals for each population category. First and second on scene for each incident category are presented along with full group for structure fires. The respective performance goal for each segment is presented in parenthesis. The values are shown at the 90th percentile with the average included for emphasis. Special team performance results, measured at the full group total response time, are shown in appendix D.
2008 SMFR/PFPD Combined 1st, 2nd & Fire Full Group on Scene Minutes Total Response Time Performance* 2nd on Fire Full 1st 2nd on Fire Full 2nd on Fire Full 1st Urban Scene Group Suburban Scene Group 1st Rural Scene Group Alarms 90th Percentile Average EMS 90th Percentile Average Fire 90th Percentile Average Other 90th Percentile Average 0:07:48 0:05:41 0:09:29 0:06:38 0:11:42 0:07:56 0:07:52 0:06:03 0:08:46 0:06:52 0:10:46 0:07:56 0:09:55 0:07:23 0:10:09 0:08:30 0:14:47 0:09:52 0:13:27 0:09:53 0:15:14 0:12:08 0:21:52 0:14:11 0:07:13 0:05:13 0:09:41 0:06:47 0:08:22 0:06:02 0:11:13 0:07:54 0:11:28 0:07:50 0:13:51 0:09:11
(07:42) (12:54) (12:54) (09:00) (12:54) (15:30) (15:30) (20:42) (20:42)

0:08:01 0:05:52

0:09:19 0:06:43

0:14:08 0:09:02

*Emergent In-jurisdiction (CFAI Protocol Baselines) Excludes: Walk-ins, Dispatched and cancelled enroute 60" Dispatch + 90" Turnout

42

Total response time performance is close to SMFRAs goal in most categories. Because SMFRA is committed to establishing goals that reflect its reliability of service delivery, the goals shown are the baseline goals recommended by CFAI. It is also helpful to compare performance with CFAIs benchmarks to analyze areas where performance can be maximized. Using both the baseline and benchmark establishes a range of performance and SMFRA has a goal that each stations and apparatus performance fall within that range. The charts below show how each stations total response time compared to the ranges for each population density in 2008. Additional analysis can be found in Appendix C.

SMFRA 2008 Urban Total Response Time Benchmark to Baseline Variance Chart: Station District - 1st on Scene
11.00 10.00 9.00 8.27 8.00 7.16 7.00 6.00 5.00 4.00 3.00 2.00 1.00 0.00 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 6.85 6.80 6.77 Benchmark 6.5 w/90" Turnout 7.20 Baseline 7.7 w/90" Turnout 7.58 8.03 7.93 9.88

SMFRA 2008 Suburban Total Response Time Benchmark to Baseline Variance Chart: Station District - 1st on Scene
12.00 11.00 10.00 9.00 8.00 7.00 Benchmark 7.5 6.00 5.00 4.00 9.93 9.47 8.35 9.60

SMFRA 2008 Rural Total Response Time Benchmark to Baseline Variance Chart: Station District - 1st on Scene
20 18.78

10.48 9.75 Baseline 9.0 8.52 8.14 7.45 7.57 8.53 8.51 8.81 9.92

18 Baseline 15.5 15.51 14.14 14 12.41 12 Benchmark 12.5 11.18 11.18 10.57 10 8.73 8 6.65 6 14.54

16

3.00

4
2.00 1.00 0.00 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46

0 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46

Another method to examine reliability is first-due unit availability for calls compared to being out of service or out of position to respond effectively. The three-year average for the percent of time that the first due unit is in its first due area is 78%. Also, when first-due units are assigned to a call, the unit is in quarters approximately 85% of the time. For those times when units are not in service or not in the area, mutual- or automatic-aid agreements are devised to help agencies fill assignments to calls. Additionally, the agreements can be used to augment the balance of an alarm assignment when an agency may not have enough resources available. Also, SMFRAs units are dispatched to calls by MetCom using a closest unit method, which helps to ensure that the closest and quickest unit is assigned to a call, regardless of which station district the call 43

is located. These past performance indicators and current systems suggest a high degree of reliability that units will either be available to respond to a call in their area or another unit will be assigned in order to meet SMFRAs response goals. 3.D Resource Drawdown and Call Back Resource Drawdown With the formation of the fire authority, SMFRA reviewed all call types and available resources and created new response assignments. This was accomplished through a collaborative effort between the operations command staff, training bureau, working groups, and MetCom. These response plans reflect an ability to send a large quantity of resources and capabilities to major calls. This offers an improved level of efficiency, effectiveness and safety to better ensure positive outcomes. The response plans are also dynamic in nature as the response can be upgraded or downgraded based upon situations found. There have been no incidents or periods of time when resources were not available for incident response. Daily drawdown occurs minimally when a first due unit(s) is unavailable due to a previous incident response. This is mitigated by second due or next available resources being in-service to respond. The SMFRA will also move-up a unit if an area of the jurisdiction is not covered by a needed capability. This is based upon predictability of another incident occurring. Extensive automatic and mutual aid agreements with neighboring departments help ensure responses as well. On rare occasions, some responses are modified downward, usually due to severe weather conditions contributing to increased call volume. An example would be a oneunit response to commercial fire alarms during severe weather. If a catastrophic event occurred, which would draw upon significant resources, SMFRA would provide the initial response with support from neighboring agencies. The front range mutual aid agreement would bring needed resources to the incident. SMFRA crews and apparatus would be rotated allowing crews with extensive jurisdictional knowledge to continue serving other incidents in a timely manner. Command would continue to be managed by the department until the incident was upgraded to include a larger incident management team or transferred to another authority. Emergency Call Back The single significant incident that triggered the need to implement emergency call back procedures in the recent past was the Cherokee Ranch fire. This was a wildland urban interface fire that occurred on October 29, 2003, at the jurisdictions boundary. Due to environmental conditions, this fire quickly became a multi-jurisdictional event with the fire moving eastward into SMFRAs response zones. Offensive operations, home defense tactics, and a positive change in the weather contributed to minor structural loss (1 out-building). A combination of personnel call back and coverage of station districts by neighboring jurisdictions contributed to no degradation of response capability. SMFRA may also up-staff personnel riding positions. This can be achieved by either placing additional line members on a front line unit or adding a unit with personnel into service because of anticipated call volume or predictable incident types. Blizzards and extreme wildland fire dangers are two examples where call volume will increase due to the respective risks. Specialty units such as the snow cat, snow plows or wildland brush trucks can be staffed anticipating the need. 44

3. E Critical Task Capabilities Reliability also applies to capabilities assigned to an incident. Previous sections presented station locations, apparatus placement, and company staffing. With the infrastructure in place, strategies and tactics are planned, trained, executed, and evaluated on a consistent basis. This has led to the refinement of general operating guidelines. These have been developed for incident management, communications, engine company operations, truck company operations, emergency medical services, and special operations, to name a few. The shared purpose of each of these is to ensure understanding of actions and support consistency when a capability is required. SMFRA examined call types and assigned incident response based on the following risk levels: low, medium, high and special. Incident responses are geared toward these risk ratings so that a low risk call will generally receive a lesser unit response (apparatus and personnel) than a moderate risk call; which in turn will receive less resources than a high risk call. Finally, the special risk type call may not receive more equipment or personnel but will call for specialized equipment and specifically trained crews. Special team responses include Wildland, Aircraft Rescue, Technical Rescue (including low angle, high angle, confined space and collapse rescue), Dive Rescue, and Hazmat. Each of these special team services can be called into a fire incident when needed. Examples of the differing types of calls applied to fire incidents would include, but are not limited to: Low wildland brush or vegetation fire, vehicle fire, trash or rubbish fire, dumpster fire, contained cooking fire, etc. Moderate structure fire in a single family home, structure fire not involving an enclosed building, fuel burner fire, road freight/commercial carrier fire, etc. High multi-family structure fire involving an enclosed building, multi-story commercial fire, etc. Special aircraft fire, wildland/urban interface fire, fire in a hospital, school, place of incarceration, etc. For general category calls, SMFRA has created job tasks that align with the order in which different types of apparatus arrive and with the priority of critical tasks to be completed. Though not inclusive, several of these task assignments for varying calls can be seen in the charts below. These are presented beginning with low risk fire incidents and conclude with high risk multi-story commercial fire task capabilities. Low Risk Fire Responses (sample):
1st Alarm Wildland/Brush Fire Assignment Unit Crew Size 1st Due Engine 2 Brush Truck 1 Total # of Responding Personnel 3 Task Size-up, establish command, form IAP Total # of Personnel Needed Needed FF 1 2 3

2nd Alarm Wildland/Brush Fire/Interface Fire Assignment Unit Crew Size Task 2nd Due Engine 2 As assigned by Incident Command to assist with fire attack or structure protection, 2nd Brush Truck 1 triage, evacuation. 3rd Due Engine 3 As assigned by command rd 3 Brush truck 1 As assigned by command 1st CAFS/ Tender 1 As assigned by command 2nd Tender 2 As assigned by command 1st BC 1

Needed FF 2 1 3 1 1 2 1

45

Total # of Responding Personnel

11

11

Passenger Vehicle/Pick-Up Fire Assignment Unit Crew Size 1st Due Engine 3

Medic Unit

Task Size-up and 360, establish or pass command Scene Safety Fire attack Provide patient treatment (ALS) and transport; if needed *Additional duties done by 1st arriving crew members Total # of Personnel Needed

Needed FF 1 * 2 2

Total # of Responding Personnel

Moderate Risk Fire Responses (sample):

Commercial Carrier Fire Assignment Unit Crew Size 1st Due Engine 3 Medic Unit 1st Due Aerial 2 4 Task Size-up, establish command, Scene Safety Initiate fire attack Provide patient treatment (ALS) and transport; if needed Expand Command Structure/Water Supply Continue Fire Attack Water Supply Needed FF 1 2 2 1 3 1

*Tender

*Tender is only dispatched to areas with no hydrants Total # of Responding Personnel 10

Total # of Personnel Needed

10

Resident Structure Fire Assignment Hydrants Unit Crew Size Task 1st Due Engine 3 CAN report-establishes Command Requests Operation/Fireground Channel: 360 when possible water supply Pump Operator Attack Line 1st Due Medic Unit 2 Search and Rescue or stretch a second line 2nd Due Engine 3 Assist 1st supply line or establish 2nd water supply line Stage Assist with stretch of initial attack line or placement of 2nd line

Needed FF * * 1 2 2 3

Aerial

2nd Due Medic Unit Incident Safety Officer 1st Battalion Chief 3rd Due Engine

2 1 1

Position for aerial or engine operation Primary search Ventilation/Utilities-ground ladders-provide additional access egress for interior crews Park away from scene-Treatment/Transport Safety Request CANDO from IC and assumes Command-Establishes Command Post-appoints Staff Aide and Safety OfficerDetermines need for RIT Level 1 Stage Rapid Intervention Team unless otherwise assigned

2 2 2 1 1

4th Due Engine

Level 1 Stage Duties as assigned by Command Assigned to the operational point of most concern on these fires *Additional duties done by 1st arriving crew members Total # of Personnel Needed

2nd BC

Total # of Responding Personnel

23

23

Resident Structure Fire Assignment Unhydranted Unit Crew Size Task 1st Due Engine 3 CAN report-establishes Command Requests Operation/Fireground Channel; 360 when possible Chooses water Supply Option Determines if Tenders will operate a water shuttle or a nursing operation

Needed FF * *

46

Pump Operator Attack Line 1st Due Medic Unit 2nd Due Engine 2 3 Search and Rescue or stretch a second line Prepares to establish relay pumping operation or assist in setting up nursing operation Stage Assist with stretch of initial attack line or placement of 2nd line

1 2 2 3

Aerial

Position for aerial or engine operation Primary search Ventilation/Utilities-ground ladders-provide additional access egress for interior crews Park away from scene-Treatment/Transport Safety Request CANDO from IC and assumes Command-Establishes Command Post-appoints Staff Aide and Safety OfficerDetermines need for RIT 2 2 2 1 1

2nd Due Medic Unit Incident Safety Officer 1st Battalion Chief

2 1 1

3rd Due Engine

Level 1 Stage Rapid Intervention Team unless otherwise assigned

4th Due Engine 2nd BC 1 Arriving Tender

st

Level 1 Stage Duties as assigned by Command

1 1

Assigned to the operational point of most concern on these fires Remains Staged if advised by Command to do so Establish Nursing operation or unloads porta-tank, jet siphon and hard suction to establish water supply for shuttle operation Off loads water, locates fill site and communicates this to command Unloads second porta-tank, jet siphon and hard suction to establish additional water supply for shuttle operation if needed Off loads water SUBSEQUENT ARRIVING TENDERS as directed by Command Total # of Personnel Needed

1 1

2nd Arriving Tender

Total # of Responding Personnel

23

23

High or Special Risk Fire Responses (sample):

Commercial Structure Fire Assignment Multi-Story Unit Crew Size Task 1st Due Engine 3 Gives CAN report and assumes Command Requests Operations/Fireground channel. Chooses and communicates Water Supply Option (lay in, dry line, tank water A 360 degree walk around may be unrealistic. First arriving unit should try to visualize at least 3 sides while arriving on scene Advises subsequent arriving companies to stage or to begin operations as needed Prepares for fire attack (stretching from Engine or plans for standpipe operations inside) if appropriate or investigates 1st Due Medic Unit 2 Places apparatus away from the scene Recon; search and rescue 2nd Due Engine 3 Prepares to establish water supply and confirm/complete FDC connection. Strong consideration regarding Ladder Company access should be made. Do not block access whenever possible Remains staged if advised by Command to do so Assists with the stretch and placement of the initial attack line as needed or back up/second line if ordered 1st Due Aerial 4 Places apparatus for maximum advantage of the unit. Preferably on the Alpha side. Ladders that are equipped with pumps may need to operate as Engine Companies at fires in these occupancies. Needed FF * * 3**

2 3**

47

3rd Due Engine 4th Due Engine 2nd Due Aerial

3 3

2nd Due Medic Unit 1st Battalion Chief

2 1

2nd Battalion Chief

Total # of Responding Personnel

26

The apparatus should be placed with the Aerial device in mind. In these cases, the functions listed below must be assigned to another unit. It is the responsibility of the IC to assign these duties. 4 person crew remains intact. Prepares for forcible entry and primary search. Functions as Rapid Intervention Team, unless otherwise assigned Prepares to secure alternate water supply into the scene at working fires Other duties as assigned by Command Places apparatus for maximum advantage of the unit, preferably on the Charlie side. Ladders that are equipped with pumps may need to operate as Engine Companies at fires in these occupancies. The apparatus should be placed with the Aerial device in mind. In these cases, the functions listed below must be assigned to another unit. It is the responsibility of the IC to assign these duties. 4 person crew remains intact. Prepares for ventilation, controls utilities, assures rear doors are open, assures secondary means of egress for members operating on the interior, and lights the exterior if needed Places apparatus away from the scene and remains with unit Functions as the Transporting Medic unit for the call Requests CANDO report from the initial IC and assumes Command as needed Establishes Command Post Appoints Staff Aide and Safety Officer as needed Assigned to the operational point of most concern on these fires *Additional duties done by 1st arriving crew members **1st Engine crew will be assigned to attack line to make a crew of 5 after initial duties are complete Total # of Personnel Needed

1 3 3

2 1

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As can be seen from the sample tables above, the agency has the task capabilities and personnel resources for various occupancy types, risks levels, and identified incident types. Capabilities are generally matched to the anticipated needs of an incident. Incident command is forwarded as warranted with arriving units. Incident command can be passed to a unified command when other agencies, including police or others with jurisdiction, become part of the operations. In the past, both agencies utilized NFPA 1710 as minimum requirements for personnel, apparatus and capabilities. As a combined Authority, NFPA 1710 is still an important industry standard and is used as the minimum level of response for personnel and apparatus on structure fires. This is also the metric by which full group is measured to support comparison to the established standard and other fire departments.

3.F Service Delivery Compliance Methodology

SMFRA has an established ability to examine performance, plan and organize system components to assure reliable service delivery. The organization has done an effective job of planning for growth and adding capabilities. Management of personnel resources, apparatus, equipment, and technology continues to evolve. Budget methods further assure that there are always the right people with the right training and equipment able to respond to emergencies. SMFRA has several clear methods to manage compliance of this Standard of Cover assuring reliable service delivery. These will be presented based upon frequency of occurrence: Monthly, quarterly, annually.

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Monthly The board of directors meets monthly to review all manner of business, approve changes and provide direction to the organization. The board examines consent agenda items such as meeting minutes and financial reports. Action items are presented for review, discussion, motions, and adoptions/resolutions when appropriate. Agendas and minutes are posted for review. Meetings are open to the public. Executive staff meet biweekly to review organizational activities and to provide direction to divisions and bureaus. Operations and administration staff provide progress information and policy recommendations as needed. The divisions and bureaus/units meet semi-monthly to support collaboration among each other. Each Division or bureau also meets monthly to work through action items supporting the established goals and objectives. The Operations, Support Services, and Community Safety Services divisions consistently support monthly review of activities as well as to inform new changes within the organization. Operations command staff meet regularly and also conduct bimonthly captains meetings to support facilitation of station needs and to communicate organizational progress. EMS does similar efforts including field instructor and quality assurance/quality improvement efforts. Month end reports by divisions are produced and disseminated to the board and made available to the community. Quarterly Evaluation Reports are generated by the Planning and Analysis unit to support operations with information on system compliance. Reports include: Activity & Performance by Unit Activity & Performance by Shift Activity & Performance by Station District/Planning Zone Overall Performance by Population Category Overall Performance by Incident Category Overall Performance by Special Team These various reports are reviewed by Executive/Command and demonstrate reliability of service delivery. Annual Department Activity As a course of business, SMFRA reviews the past year and revises activities for the new year. The formal budget process is a critical component for planning. This process begins in July of each year and is finalized prior to the new year. Other annual activities include: Functional area FESSAM update Planning and Analysis Incident Response Summary Department Annual Report Standard of Cover Review and board Adoption Strategic Plan Review and board Adoption

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Other Activities SMFRA has several chartered committees sponsored by executive command staff members. These committees include: Apparatus Communications (MetCom) Representative Group Research and Development Safety Wellness These committees are comprised of organizational members who have the ability to gather input as well as disseminate information. Policies are influenced by the committee activities. Read Files are an important method to disseminate change in policies or other important information. These are disseminated by e-mail and printed for posting at each station. Employees review these at will but they are also discussed at various meetings to reinforce understanding. The intranet has become an important tool to educate the workforce on important matters. It has become the central point of access for organizational information. Meeting minutes, reports, policies, and other important news are updated regularly. In addition, the shared public drive on the organizations computer systems houses documents and working efforts for activities across the organization.

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Section 4 Overall Evaluation of Service Delivery

4.A Overall Evaluation & Recommendations SMFRA provides effective community risk reduction strategies through complete prevention, mitigation, and emergency response services. In particular, this Standard of Cover shows that SMFRA can reliably provide fire suppression, emergency medical, and special operations services to its communities in a timely manner with the appropriate apparatus, equipment, and personnel. The capabilities of the department are stable, but will continually be evaluated and modified wherever important and attainable improvements are identified. Future areas for improvement will primarily be revealed as SMFRAs analysis becomes more refined and applied to the smaller-scale performance at the station, unit, and special team level. Also, with over a year of experience as a new fire authority, service delivery philosophies and goals will be further refined with the corresponding evaluation of performance. In order to keep SMFRAs services moving forward and to further improve the ability of this Standard of Cover to serve as an analytical and strategic planning tool, it will be important to pursue the following recommendations: Recommendation 1 Continually improve the critical information and data used to evaluate performance and community risk in order to strengthen the ability to prevent, mitigate, and respond to those risks. Recommendation 2 Perform a detailed analysis of each station district and unit performance and compare to established goals in order to identify areas for short- and long-term improvement. Recommendation 3 Continue to refine the fire suppression, emergency medical, and special team response models by more specifically defining the underlying philosophies and performance goals. Recommendation 4 Using the 2010 Census, update the demographic information and develop methods to more clearly link incident types and fire/injury causes to various populations and their growth trends. Particular attention should be given to those populations in high-risk age, ethnicity, income, language, and disability categories. Recommendation 5 Based on the previous four recommendations, develop an objective method to determine station construction and/or unit additions. Prior to the formation of the authority, both agencies had requirements for consideration of new station development. A new guiding standard should be developed, adopted, and communicated to all stakeholders.

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4.B Board Resolution Adopting this SOC The South Metro Fire Rescue Authority Board approved this Standard of Cover at a regularly scheduled meeting on August 10, 2010. Please refer to SMFRA Board Resolution No. 2010-03. It is the intention of the executive leadership and the board to approve the Standard of Cover annually. Periodic reports are presented to support the review process. Any formal service changes (e.g. staffing, apparatus, capabilities, etc.) between annual formal adoptions shall be documented in the Standard of Cover Change Order Form.

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Appendix A Incident Response Matrix

11INV - 1 AND 1 INVESTIGATION 1st Alarm LADDER ENGINE ALARM - COMMERCIAL FIRE (ALCOMF) (2) ALARM - WATER FLOW (ALFLOW) (2) ARCING TRANSFORMER (ARC) (3) GAS ODOR - RESIDENTIAL INSIDE (GASOIR) (1F) INVESTIGATION - LIGHTNG STRIKE (INVLIGHT) (2) POWER LINE PROBLEMS (LINE) (3) SPARKING WIRES RESIDENTIAL (SPKWR) (2) Alarm sounding in a commercial or assembly occupancy or a multiple dwelling. Water flow alarm in a commercial or assembly occupancy or a multiple dwelling. Ground or pole mounted transformer arcing, sparking, burning or smoking. Odor or leak of natural gas or LPG in a 1 or 2 family dwelling. Caller reports a building struck by lightning, no sign of fire. 2nd Alarm 3rd Alarm 4th Alarm 5th Alarm

Lines down, trees on power line, etc. Caller reports electrical burning odor, sparks, or overheated electrical outlet.

1ENG - 1 ENGINE

1st Alarm ENGINE ALARM - RESIDENTIAL FIRE (ALRESF) (2) CONTROLLED BURN UNAUTHORIZED (CBU) (3) FIRE - DUMPSTER (FDUMP) (1F) FIRE - OUTSIDE SMALL (FOS) (1F) FUEL SPILL UNDER 25 GALLONS (FSU25) (3) GAS ODOR - OUTSIDE (GASOO) (1F) INVESTIGATION - SMOKE OUTSIDE (INVSMOKO) (2) OTHER AGENCY ASSIST (OTHAG) (1F) WASH DOWN (WASH) (4)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Alarm company reports fire alarm in a 1 or 2 family home. An intentional trash or bon fire that is ignited without a burn permit. Fire contained in a dumpster, not threatening any structures. Fires in containers, mulch beds, exterior trash receptacles, mattresses on the road, etc. Gasoline or diesel spill less than 25 gallons. Smell of natural gas or LPG outside. Caller reports smoke in the area from an unknown source; not from a building. Request for specific apparatus or equipment from law enforcement, etc. Clean up assignments requiring a fire department hose line. 1st Alarm LADDER ENGINE BC SMFR 2nd Alarm 3rd Alarm 4th Alarm 5th Alarm

11F - 1 AND 1 FIRE

FIRE - EXTINGUISHED (FEXT) (1F) GAS LINE CUT (GASCUT) (1F) INVESTIGATION - SMOKE INSIDE (INVSMOKI) (1F) SF - APPLIANCE (SFAPP) (1F) 21F - 2 AND 1 FIRE For Structure Fires, the BC, 1st arriving unit or Dispatcher may upgrade the response to Confirmed once a working fire is confirmed, conditions visible on approach warrant it

Caller reports an interior fire that they have extinguished. Exterior line. Light smoke, odor or haze seen coming from or inside a building no flames. Fire within an oven, toaster, microwave, dryer or similar appliance. BBQ grills on fire away from a building. 1st Alarm LADDER ENGINE ENGINE 2nd Alarm 3rd Alarm 4th Alarm 5th Alarm

53

or when multiple calls are received. Incidents in unhydranted areas (21UF) will additionally receive one (1) tender (TN). EXPLOSION (EXPL) (1F)

MEDIC BC SMFR

FIRE - UNKNOWN (FUNK) (1F) GAS ODOR - COMMERCIAL INSIDE (GASOIC) (1F) SF - BBQ GRILL (SFBBQ) (1F) SF - CHIMNEY (SFCHIM) (1F) SF - COMMERCIAL UNCONFIRMED (SFCOMU) (1F) SF - MULTIFAMILY UNCONFIRMED (SFMULU) (1F) SF - OUTBUILDING (SFOUT) (1F) SF - RESIDENTIAL UNCONFIRMED (SFRESU) (1F) 32F - 3 AND 2 FIRE Incidents in unhydranted areas (32UF) will additionally receive four (4) tenders (TN) on 1st alarms and one (1) tender (TN) on 2nd alarms.

Caller reports minor explosion, bang or flash with a known source and not on fire. Not considered extensive, suspicious or criminal in nature. If fire, code as Structure Fire. Single caller reporting an unknown type of fire. Odor or leak of natural gas in a commercial or assembly occupancy or a multiple family dwelling. Caller reports BBQ grill on fire adjacent to a building. Grills on fire with no exposure should be classified as a SF - Appliance Fire. Caller reports a fire in the flue or chimney area of a fireplace. Single source or 2nd hand reports of a fire in a commercial building.

Single source or 2nd hand reports of a fire in an apartment building, hotel, or motel. Fire in a detached garage, barn or shed. Single source or 2nd hand reports of a fire in a 1 or 2 family dwelling.

1st Alarm LADDER LADDER ENGINE ENGINE ENGINE MEDIC MEDIC BC SMFR

2nd Alarm LADDER ENGINE ENGINE ENGINE MEDIC MEDIC BC SMFR RESCUE SMFR

3rd Alarm LADDER ENGINE ENGINE ENGINE MEDIC MEDIC BC SMFR CMD SMFR

4th Alarm LADDER ENGINE ENGINE ENGINE MEDIC MEDIC

5th Alarm LADDER ENGINE ENGINE ENGINE MEDIC MEDIC

FIRE - LIGHT RAIL (FLRAIL) (1F) FIRE - OUTSIDE LARGE (FOL) (1F) 41F - 4 AND 1 FIRE Incidents in unhydranted areas (41UF) will additionally receive four (4) tenders (TN) on 1st alarms and one (1) tender (TN) on 2nd alarms.

Caller reports fire on an RTD light rail train. Fires on a freight train should be classified as TRAIN FIRE. Products on fire outside. Agricultural products, bulk cardboard, landfill, lumber pallets, bulk mulch, oil pumping units, rail road ties, or tire dump. 1st Alarm LADDER ENGINE ENGINE ENGINE ENGINE MEDIC MEDIC BC SMFR BC SMFR 2nd Alarm LADDER ENGINE ENGINE ENGINE MEDIC BC SMFR RESCUE SMFR 3rd Alarm LADDER ENGINE ENGINE ENGINE MEDIC BC CMD SMFR 4th Alarm LADDER ENGINE ENGINE ENGINE MEDIC 5th Alarm LADDER ENGINE ENGINE ENGINE MEDIC

54

SF - RESIDENTIAL CONFIRMED (SFRESC) (1F)

Working fire in a 1 or 2 family home declared by on-scene fire department personnel or multiple 911 callers advising same.

42F - 4 AND 2 FIRE Incidents in unhydranted areas (42UF) will additionally receive four (4) tenders (TN) on 1st alarms and one (1) tender (TN) on 2nd alarms.

1st Alarm LADDER LADDER ENGINE ENGINE ENGINE ENGINE MEDIC MEDIC BC SMFR BC SMFR

2nd Alarm LADDER ENGINE ENGINE ENGINE MEDIC BC SMFR RESCUE SMFR

3rd Alarm LADDER ENGINE ENGINE ENGINE MEDIC BC CMD SMFR

4th Alarm LADDER ENGINE ENGINE ENGINE MEDIC

5th Alarm LADDER ENGINE ENGINE ENGINE MEDIC

SF - COMMERCIAL CONFIRMED (SFCOMC) (1F) SF - MULTIFAMILY CONFIRMED (SFMULC) (1F) CC - COMMERCIAL CARRIER

Working fire in a commercial building declared by on-scene fire department personnel or multiple 911 callers advising same. Working fire in an apartment building, hotel, or motel declared by on-scene fire department personnel or multiple 911 callers advising same.

1st Alarm LADDER ENGINE MEDIC FIRE - COMMERCIAL CARRIER (FCC) (1F)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Caller reports a fire in a commercial vehicle, semi-truck, delivery van, etc. Dispatcher should obtain information regarding hazmat and reclassify as needed. 1st Alarm HAZMAT SMFR HAZMAT SMFR LADDER ENGINE ENGINE MEDIC TENDER TENDER BRUSH BC SMFR 2nd Alarm 3rd Alarm 4th Alarm 5th Alarm

TF - TRAIN FIRE

FIRE - TRAIN (FTRAIN) (1F)

Report of a fire on or derailment of a freight train. Fires on an RTD light rail train should be classified as LIGHT RAIL FIRE.

VF - VEHICLE FIRE

1st Alarm ENGINE MEDIC FIRE - VEHICLE (FVEH) (1F)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Caller reports a fire in a standard passenger vehicle.

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AA1 - AIR ALERT 1

1st Alarm RED1 RED2 AIR ALERT 1 INFLIGHT STANDBY (AIR1) (5) MEDICAL FLIGHT REFUEL (AIRMED) (3)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Airport tower advises of ALERT 1. Operations defect that should not cause serious difficulty landing (e.g., feathered propeller, oil leak, etc.) (No response is needed, METCOM advises ST35 by phone or BC if ST35 units are OOS). Request to stand by for the refueling of a medical transport plane with patient on board. Also called "Hot Refuel."

AA2 - AIR ALERT 2

1st Alarm RED1 RED2 BRUSH CRASH ENGINE CRASH MEDIC AIR ALERT 2 INFLIGHT EMERGENCY (AIR2) (2)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Airport tower advises of ALERT 2.Operational defect that affects normal flight operations (e.g., engine on fire, faulty landing gear, no hydraulic pressure, etc.) 1st Alarm RED1 RED2 2nd Alarm BRUSH CAFS LADDER 3rd Alarm 4th Alarm 5th Alarm

AA3 - AIR ALERT 3

LADDER BRUSH CRASH ENGINE CRASH ENGINE MEDIC MEDIC BC SMFR

ENGINE ENGINE MEDIC MEDIC BRUSH TENDER BC SMFR CMD SMFR

AIR ALERT 3 AIRCRAFT CRASH (AIR3) (1F)

Airport tower advises of ALERT 3. Aircraft accident or serious aircraft fire on the ground. Or, SMFR IC on scene of an ALERT 2 witnesses or suspects a crash is imminent.

DIVE2 - DIVE ALERT 2

1st Alarm DIVE BLS BLS MEDIC BC SMFR DIVE ALERT 2 - WATER RECOVERY (DIVE2) (3) FIRE - BOAT (FBOAT) (1F) RESCUE - ANIMAL WATER (RANIMW) (1M) RESCUE - ICE (ICE) (1M)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Known body recovery, vehicle recovery, assist to other agency for dive operation. Reported boat on fire that is not docked in a marina. Animal trapped in water or through ice. Person on the surface of an ice covered body of water.

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DIVE3 - DIVE ALERT 3

1st Alarm DIVE DIVE DIVE BLS BLS BLS MEDIC MEDIC BC SMFR ACCIDENT - BOAT (ABOAT) (1M) DIVE ALERT 3 - WATER RESCUE (DIVE3) (1M)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Capsized boat or boats involved in a collision with party(s) missing. Witnessed drowning or person missing in or near water for less than 1 hours.

HM1 - HAZMAT LEVEL 1

1st Alarm HAZMAT SMFR ENGINE ALARM - CHLORINE (ALCHL) (1F) EXPLOSIVE DEVICE (EXPLD) (1F) FUEL SPILL OVER 25 GALLONS (FSO25) (2) INVESTIGATION - HAZMAT (INVHAZ) (3)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Report from alarm company of a chlorine alarm at a fixed facility. Assist to PD for stand by. Gasoline or diesel spill greater than 25 gallons. Unknown substance, white powder.

HM2 - HAZMAT LEVEL 2

1st Alarm HAZMAT SMFR HAZMAT SMFR ENGINE MEDIC BC SMFR HAZMAT (HAZMAT) (1F)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

Report of a significant leak, spill or chemical accident.

HM3 - HAZMAT LEVEL 3

1st Alarm HAZMAT SMFR HAZMAT SMFR ENGINE ENGINE MEDIC MEDIC BC SMFR

2nd Alarm HAZMAT LADDER BLS BLS MEDIC MEDIC RESCUE SMFR RESCUE SMFR BC SMFR CMD SMFR

3rd Alarm

4th Alarm

5th Alarm

EXPLOSION SUSPICIOUS (EXPSUS) (1F)

Caller reports explosion with extenuating circumstances. An explosion from an unknown source, criminal in nature, moderate or extensive damage. Any

57

explosion during a homeland security Red alert. Bomb detonation or Terrorism. TR2 - TECH RESCUE LEVEL 2

1st Alarm RESCUE SMFR RESCUE SMFR LADDER ENGINE MEDIC MEDIC BC SMFR

2nd Alarm RESCUE LADDER BLS BLS MEDIC MEDIC BC SMFR CMD SMFR

3rd Alarm

4th Alarm

5th Alarm

RESCUE - HIGH ANGLE (RHIGHA) (1M) RESCUE - LOW ANGLE (RLOWA) (1M)

Rope rescue or scaffolding rescue from a building. Rope rescue in open space.

TR3 - TECH RESCUE LEVEL 3

1st Alarm RESCUE SMFR RESCUE SMFR HAZMAT SMFR HAZMAT SMFR LADDER ENGINE MEDIC MEDIC BC SMFR ACCIDENT - TRAIN (ATRAIN) (1M) BUILDING COLLAPSE (BLDG) (1M) RESCUE - CONFINED SPACE (RCONFSP) (1M) RESCUE - TRENCH (RTRENCH) (1M)

2nd Alarm RESCUE HAZMAT LADDER BLS BLS MEDIC MEDIC BC SMFR CMD SMFR

3rd Alarm

4th Alarm

5th Alarm

Heavy rail train accident. Collapse of a building with known or possible persons trapped. Party(s) trapped or missing in a confined space. Cave-in of a trench or excavation during construction.

WL1 - WILDLAND LEVEL 1 The initial IC on a Wildland Level 1 incident should upgrade the incident to Level 2 or 3 as needed. FIRE - BRUSH SMALL (FBRS) (1F)

1st Alarm ENGINE

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

BRUSH

Caller reports grass, brush or weed fire not threatening any structures and not reported as large or fast-moving. On RED FLAG WARNING DAY automatically upgrade to WL2 response.

WL2 - WILDLAND LEVEL 2 The initial IC on a Wildland Level 2 incident should upgrade the incident to Level 3 as needed.

1st Alarm BRUSH CAFS ENGINE ENGINE

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

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BRUSH BRUSH TENDER BC SMFR FIRE - BRUSH LARGE (FBRL) (1F) WL3 - WILDLAND LEVEL 3 Fires larger than a 3rd alarm dictate the ordering of specific numbers and types of apparatus from the IC. Caller reports grass, brush or weed fire not threatening any structures; reported as large or fast-moving.

1st Alarm BRUSH CAFS

2nd Alarm ENGINE

3rd Alarm ENGINE

4th Alarm

5th Alarm

BRUSH CAFS ENGINE ENGINE MEDIC MEDIC BRUSH BRUSH TENDER CAFS TENDER BC SMFR

ENGINE ENGINE MEDIC BRUSH BRUSH BRUSH TENDER TENDER TENDER BC SMFR CMD SMFR

ENGINE ENGINE MEDIC BRUSH BRUSH BRUSH TENDER TENDER TENDER BC SMFR

FIRE - WILDLAND INTERFACE (FWILD) (1F) 11M - 1 AND 1 MEDICAL The initial IC on a 11M incident may upgrade to a 21M for more staffing and the ability to increase alarm levels.

Caller reports large or fast moving brush fire threatening structures.

1st Alarm

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

LADDER ENGINE MEDIC MEDIC BC SMFR

ENTRAPMENT (TRAP) (1M) MVA - EXTRICATION NEEDED (MVAE) (1M) MVA - MULTIPLE INJURIES (MVAMI) (1M) 21M - 2 AND 1 MEDICAL

Report of a person stuck in machinery, an escalator, or farm equipment. Caller or other agency reports party trapped in a single vehicle. Caller reports serious auto accident with multiple known or probable patients.

1st Alarm RESCUE SMFR RESCUE SMFR LADDER ENGINE ENGINE MEDIC MEDIC BC SMFR

2nd Alarm LADDER ENGINE ENGINE MEDIC MEDIC BC SMFR

3rd Alarm LADDER ENGINE ENGINE MEDIC MEDIC BC SMFR CMD SMFR

4th Alarm

5th Alarm

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ACCIDENT - LIGHT RAIL (ALRAIL) (1M) MASS CASUALTY INCIDENT (MCI) (1M) MVA - HEAVY EXTRICATION NEEDED (MVAHE) (1M)

RTD light rail derailment or vehicle versus light rail. SMFR personnel on scene declare the incident a MASS CASUALTY INCIDENT. Accident needing extrication that involves three or more cars. Accident needing extrication with moderate or heavy damage. Accident with two or more people needing extrication. Accident needing extrication with unusual circumstances.

AMED - ALPHA MEDICAL

1st Alarm BLS (E or L) ALARM - CO NO SICK PARTIES (ALCO) (3) ALARM - ENVIRONMENTAL (ALENV) (2) ALARM - MEDICAL (ALMED) (3) ALARM - RESET (ALRST) (4) ELEVATOR - PARTIES TRAPPED (ELEV) (3) INVESTIGATION - ODOR (INVODOR) (2) LIFT ASSIST (LIFTA) (3) LOCK OUT NON EMERGENT (LONE) (4)

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

CO Alarm sounding with no one reporting symptoms of CO poisoning. Alarm company reports environmental alarm. Alarm company reports medical alarm with no known person needing medical attention. Known false alarm with RP on-scene needing assistance with the alarm panel. Parties stuck in an elevator with no medical issues reported. Party reports unknown type odor. Smoke, electrical, or gas odors should be classified as same. Assist invalid No injuries. Party locked out of home or vehicle. Party locked out of home with food on the stove should be classified as SF - APPLIANCE FIRE. Vehicle lock-outs with children trapped and possible medical component should be classified as LOCK-OUT EMERGENT. Routine assist not otherwise classified. Assist animal other than water situations.

PUBLIC ASSIST (PUB) (4) RESCUE - ANIMAL (RANIM) (4)

WATER SHUT OFF (SHUT) (2) CMED - CHARLIE MEDICAL Problem Natures for CMED are determined by the Dispatcher using the Medical Priority Dispatch System or information received from other agencies. ABDOMINAL PAIN (ABD) (2M) ACCIDENT - BICYCLE (ABIKE) (1M) ALARM - CO WITH SICK PARTIES (ALCOSP) (2M) ALCOHOL EVALUATION (DK) (2M) ALLERGIC REACTION (ALL) (2M)

Interior or exterior water problems.

1st Alarm MEDIC BLS

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

CO with sick parties.

ANIMAL ATTACK (ANIMA) (2M) ANIMAL BITE (ANIMB) (2M) ASSAULT (ASSA) (2M) BACK PAIN (BPAIN) (2M)

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COLD EXPOSURE (COLD) (2M) DIABETIC PARTY (DIAB) (2M) ENVENOMATION (ENV) (2M) EYE PROBLEM (EYE) (2M) FALL VICTIM (FALL) (2M) HEADACHE (HEADA) (2M) HEART PROBLEMS (HPROB) (1M) HEAT EXPOSURE (HEAT) (2M) HEMORRHAGE (BLEED) (2M) LOCK OUT EMERGENT (LOE) (2M) MEDICAL ASSIST (MEDASST) (2M) CMED - CHARLIE MEDICAL (Cont'd) MEDICAL UNKNOWN (MEDUNK) (2M) MVA - INJURIES (MVAI) (2M) MVA - UNKNOWN INJURIES (MVAUI) (2M) OBVIOUS DEATH (DEAD) (3) PSYCH PROBLEMS (M1) (2M) SEARCH AND RESCUE (SAR) (3) SEIZURES (SZ) (2M) SICK PARTY (SICK) (2M) STANDBY IN THE AREA (STNDBY) (2M) SUICIDAL PARTY (SU) (2M) SYNCOPE (SYNC) (1M) TRAUMATIC INJURIES (TRAUMA) (2M) DMED - DELTA MEDICAL Problem Natures for DMED are determined by the Dispatcher using the Medical Priority Dispatch System or information received from other agencies. BREATHING PROBLEMS (TB) (1M) BURNS (BURN) (1M) CHEST PAIN (CPAIN) (1M) CHOKING (CHOKE) (1M) GUNSHOT WOUND (GSW) (1M) LABOR - CHILDBIRTH (LABOR) (1M) MVA - AUTO VS PED (MVAAP) (1M) MVA - MOTORCYCLE (MVAMC) (1M) MVA - ROLLOVER (MVAR) (1M)

1st Alarm

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

MVA with known injuries. Not trapped.

1st Alarm MEDIC BLS

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

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OB EMERGENCY (OBE) (1M) OVERDOSE - POISONING (ODPOIS) (1M) STABBING (STAB) (1M) STROKE (STR) (1M) SUICIDE ATTEMPT (SUAT) (1M) UNCONSCIOUS PARTY (UNC) (1M) EMED - ECHO MEDICAL Problem Natures for EMED are determined by the Dispatcher using the Medical Priority Dispatch System or information received from other agencies. CORE ZERO (CORZ) (1M) DROWNING MEDICAL (DROWN) (1M) ELECTROCUTION (ELEC) (1M)

1st Alarm MEDIC BLS

2nd Alarm

3rd Alarm

4th Alarm

5th Alarm

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Appendix B: Non Fire Risk Assessment by Station District Station 31 Non Structural Risk Assessment
Type Wildfire Location Map page/quadrant Q-29,30,31, R-31, Cherry Creek State Park Localized flooding Q29,30 R29,30 S29,30 Arapahoe Rd R&S 28,29,30 I-225 P&Q 29 Belleview Ave Q&R 30 Peoria Ave R&S 30,31 Other Transportation (including aircraft crash) Hazardous Materials Q,R&S 30 Frequency/Potential Summer Season Brief Description Large open tall grass fields abutting residential areas Flooding is generally localized and is short term; often has lightning associated with it Speeds up to 65 mph Speeds up to 75 mph Speeds up to 60 mph; High School students racing with extremely high speeds Speeds up to 60 mph; High School students racing with extremely high speeds This area is at the end of Centennials 17/35 runways and is heavily populated with residential housing. Large number of trucks carrying fuel to Centennial Airport and other locations; major thoroughfares for daily transportation of Haz Mat including propane, oxidizers, corrosives and pressurized cylinders. District target hazard. Several events including Danskin triathlon, Regattas, fishing tournaments, bike races. Several thousand people normally visit the park (daily/weekly). A large gathering of people hosted by the city. Heat-related problems and large amounts of lightning during the event. Several athletic fields often crowded with athletes and spectators. Heat related problems and large amounts of lightning during events. This stadium hosts several events throughout the year including football games, track meets, and soccer games with several hundred people attending as athletes and spectators. Several lakes with potential for unstable ice. Several incidents of both animals and people falling through the ice. Large amount of parking lots with up to several hundred cars stored short term for both resale and parking for employees. These often have limited access and a huge potential for a

Flood

Spring and Summer

High Speed Vehicle

All Year All Year All Year

All Year

All Year

Arapahoe Rd R&S 28,29,30

All Year

Special Events

Cherry Creek State Park Q-29,30,31, R31,

All Year

Greenwood Village Days Q-29

Summer Time

Athletic events at Village Greens Park Q-29 Cherry Creek Stadium Q-29

Summer Time

Spring, Summer and Fall

Others

Q29,30 R29,30 S29,30 Lakes

Winter and early Spring

Q29,30 R29,30 S29,30 parking lots

All Year

63

large loss if not attacked quickly and exposures are not accounted for. Q29,30 R29,30 S29,30 Community parks Summer, Spring and Fall Several community parks that have a large amount of people that could be affected by the summer time lightning storms. These parks also host community and athletic events that could have weather related emergencies

Station 32 Non Structural Risk Assessment

Type Flood High Speed Vehicle Other Transportation Hazardous Materials Special Events Location Map page/quadrant R-28B/D R-28A/C, S-28B/D R-28A/C, S-28B/D R-28A/C, S-28B/D S-28D Frequency/Potential Seasonal Daily Daily Daily Fiddlers Green/Summer Concerts Daily Daily Brief Description Overflow channel Vehicles on an interstate highway Light rail next to I-25 Over the road trucks on highway Large amount of people at events

Others

R-27B/D, S-27B/C/D S-27C

Overhead high voltage power lines High voltage power station

Station 33 Non Structural Risk Assessment

Type Wildfire Flood High Speed Vehicle Other Transportation Location Map page/quadrant T-27 C S-27 T-27 T-29 T-29 Frequency/Potential Dry seasons Heavy Rains Daily Daily Brief Description Englewood dam area Holly/Arapahoe Dry Creek/Holly I-25/Dry Creek I-25/Dry Creek

Station 34 Non Structural Risk Assessment

Type Wildfire Flood High Speed Location Map page/quadrant Y-27, Y-28 V-29, X-29 V-28, V-29, W-29 Frequency/Potential Seasonal Seasonal Daily Brief Description Poor access, steep terrain, no hydrants Area has flooded before evidence the creek beds C-470 & I-25 Highways

64

Vehicle Other Transportation Hazardous Materials Special Events V-29, W-29, X-29 V-28, V-29, W-29 V-28 V-29 Wildfire Y28,29.Z28,29. AA28,29. Daily Daily Seasonal Daily Summer, Fall Future light rail C-470 & I-25 Highways Concerts and events held in Sweetwater Park Events at Park Meadows Mall Urban interface, unhydranted area.

Station 35 Non Structural Risk Assessment

Type Wildfire Flood Location Map page/quadrant S-31,32 T-30,U-30,31,32 S-30,31 U-33 S-29,30,T-29,30 Frequency/Potential Summer Season Dry Season Spring/Summer Spring/Summer Daily Brief Description Wildland Urban Interface Airport Property/Open Fields Peoria St. just north of East Arapahoe. Runoff water underneath Jordan Road just south of Broncos Parkway N/B Traffic on I-25 between Dry Creek Road and Orchard Road (65mph or greater) Arapahoe Road east and west bound east of I-25 (55mph or greater) This area involves Centennial Airport and all the different types of transportation vehicles coming in and out of that property. Light Rail System soon to be activated adjacent to I-25 north and south bound I-25 transporting all kinds of Haz Mat including Propane, Oxidizers, Corrosives and Pressurized Cylinders. Large amounts of trucks carrying fuel to Centennial Airport via Peoria Street. Haz Mat vehicles transporting along East Arapahoe Road. Soccer events just south of Arapahoe Road. The Run at Centennial Airport, Broncos Training Camp (All of the above events involve multitude of people being exposed to the elements. Low water supply in a residential area called the Algonquin Acres. Storm drain entrapment. Above ground electrical towers near Arapahoe Road/Clinton and High Angle Rescue from the Communication Towers south of Peoria/Arapahoe Road.

High Speed Vehicle

Other Transportation

S-31,32,33,T-31,32,33 T-30,31,U-30,31,V-30,31

Daily Daily

S-28,T-28 Daily Hazardous Materials S-28,T-28 Daily

T-30,U-30

Daily

Special Events

S-28,29,30,T-28,29,30 T-33,U-32 U-30,31 T-31

Daily Seasonal Seasonal

Others

S-32 S-30,31 T-28,31

All Year During Thunderstorms Daily

65

Station 36 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant Y28,29.Z28,29. AA28,29. X,Y,Z,AA,AB,AC 29 Frequency/Potential Summer, Fall Brief Description Urban interface, unhydranted area.

High Speed Vehicle Hazardous Materials Other

Daily

I-25 traffic

X,Y,Z,AA,AB,AC 29

Daily

Haz Mat carriers on I-25

AB 26,27. AA 26

Daily, higher in summer

Potential for falls/injuries requiring technical rescue in Daniels Park area.

Stations 37 & 38 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant P25, P26, Q24, Q25, Q26 Frequency/Potential Summer, Fall, Spring Brief Description Open fields and trails throughout maps. Some adjoining residential and most of it with poor access to large emergency response vehicles. Most of the quads are low lying flood plains. Speeds up to 55 mph Cyclists, pedestrians and horse riding throughout areas of the Highline Canal Assorted haz mat substances within compliance codes in maintenance shops and in police station Assorted haz mat substances within compliance codes in maint shops Assorted haz mat substances within compliance codes in shops and in police station Future site of 2005 LPGA golf championship tournament Water hazards throughout. Wildlife could pose a risk to people

Flood High Speed Vehicle Other Transportation Hazardous Materials

P24, Q24, Q25 University, Hampden, Belleview P25, P26, Q24, Q25, Q26, R24, R25, R26 P24- Cherry Hill Country Club Q25- Kent Denver School, Cherry Hills City Shops Q25- CH Police Dept

Spring All Year, Weekly All Year

All Year

All Year

All Year

Special Events Others

P24- Cherry Hills Country Club P24, P25, P26, Q24, Q25, Q26 P24, P25, P26, Q24, Q25, Q26 (open fields and parks and along Highline Canal)

(N/A) All Year All Year

66

Station 39 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant AC-27/28, AD-27/28/29/30 AE-27/28/29/30 AE-27/28/29,AD-29, AE-27/28/29,AD-29, Castle Pines Frequency/Potential Daily/High Due to a 6 year drought Daily Daily August annually Brief Description Urban Interface, forested area, poor access, no hydrants in Happy Canyon, Castle Pines Hwy I-25 & Hwy 85 Hwy I-25 & Hwy 85 International Golf Tournament 10,000 spectators/day

High Speed Vehicle Hazardous Materials Special Events

Station 40 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant V-20,W-20,Y-20, Z-20,Z19,AA-19,AB-19C&D,AA20,AB-20,AC-20,Y-21,Y22,Z-22,AA-22,AB-22,AC22,Z-21,AA-21,AB-21,AC21,Y-19,AA-23A&C,AB23,AC-23 Y-21,Z-21,AA-22,AB22,AB-23,AC-22,AC-23 Frequency/Potential All Year Brief Description Large areas of open grassland and Gamble oak. Heavy brush and inaccessibility along Plum Creek. Along Plum Creek. (Propane tanks along Plum Creek lost during a flood.) Two lane, high traffic, non-divided, high speed highways. Major north-south rail lines for Burlington Northern and Union Pacific Railroads. Acres of Hazardous waste and explosives storage. Extremely large quantities of sodium hypochlorite. Paintball courses. Douglas County Open Space trailhead.

Flood (Hazardous Materials)

Spring, summer

High Speed Vehicle & Hazardous Materials

Other Transportation: Railways & Hazardous Materials Hazardous Materials

YZ-19,YZ-20,YZ-21,AC23,Z-18/19,AA-18B,AA23,AB-23,X-21,Y-21,Y22,Z-22,AA-22 W-20,X-20B,X-21AC,Y21ABD,Y-22C,Z-21B,Z22ACD,AA-22B,AA23C,AB-23AC,AC-23CD AC-23AB

All Year

All Year

AC-20C

Deactivated Dupont explosives plant and other plants; Roxborough water treatment plant.

Special Events

AC-23AB AC-20C

All Year Spring, Summer, Fall

67

Station 41 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant Frequency/Potential Summer Season Brief Description Large open tall grass fields abutting residential areas Flooding is generally localized and is short term; often has swift water rescue element and lightning associated with it Speeds up to 65 mph

Flood

Localized flooding

Spring and Summer

High Speed Vehicle

South Parker Road

All Year

Hazardous Materials: Gas and petroleum Pipelines

All Year

Other

Summer, Spring and Fall

Special Events

Maintstreet of Town of Parker

Various dates all year

Large diameter natural gas and petroleum products delivered via underground pipelines with above ground pumping and metering stations Single family and multifamily subdivision recreation centers with pavilion, park and pool facilities for local residents. Park users could be affected by the summer time lightning storms and other weather related emergencies Town festivals, parades and community events in parks, old downtown area of Mainstreet

Station 42 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant Frequency/Potential Summer Season Brief Description Large open tall grass fields abutting residential areas Flooding is generally localized and is short term; often has swift water rescue element and lightning associated with it

Flood

Localized flooding

Spring and Summer

68

High Speed Vehicle

Arapahoe Rd

All Year

High Speed Vehicle Hazardous Materials

South Parker Road Arapahoe Rd

All Year All Year

Speeds up to 65? mph and segments of the road narrows to two lanes with traffic loads in excess of that road design. Speeds up to 65 mph Large number of trucks carrying fuel to fuel dispensing locations; major thoroughfares for daily transportation of Haz Mat including propane, oxidizers, corrosives and pressurized cylinders. Large diameter natural gas and petroleum products delivered via underground pipelines with above ground pumping and metering stations Several lakes with potential for unstable ice. Several incidents of both animals and people falling through the ice. Single family and multifamily subdivision recreation centers with pavilion, park and pool facilities for local residents. Park users could be affected by the summer time lightning storms and other weather related emergencies

Hazardous Materials: Gas and petroleum Pipelines

All Year

Others

Winter and early Spring

Summer, Spring and Fall

Station 43 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant Frequency/Potential Summer, Fall, Spring Brief Description Wildland Interface with large single family residential structures on ac lots in densely forested area. Including open fields and trails throughout residential subdivisions Cherry Creek flood basin with potential for flooding and swift water incidents.

Flood

Spring

69

Extreme Weather Snow storms

Fall, Winter and Spring

High Speed Vehicle

South Parker Road

All Year, Weekly

Heavy snow fall with potential to close roads and cause power outages due to electrical transmission down Speeds up to 55 mph

Other Transportation

All Year

Hazardous Materials

Pinery Country Club

All Year

Special Events

Colorado Golf

(N/A)

Cyclists, pedestrians and horse riding throughout areas of the Cherry Creek Trail Assorted haz mat substances within compliance codes in maintenance shops and in police station Future site Senior PGA golf championship tournament Equestrian Center that hosts nationally televised horse events attracting competitors and spectators Water hazards at Bingham Lake

Special Events

High Prairie Farms

Various times all year

Others

All Year

Station 44 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant South of Lincoln Frequency/Potential Summer Season Dry Season Spring/Summer Spring/Summer Daily Brief Description Wildland fires in open fields adjacent to rural subdivisions and undeveloped land Potential flooding and swift water incidents N/B and S/B Traffic on I-25 between (65mph or greater) Lincoln Avenue east and west bound east of I-25 (55mph or greater) Centennial Airport aircraft incidents and other types of transportation vehicles associated with the airport property. Light Rail System adjacent to I-25 north and south bound

Flood

Newland Gulch

High Speed Vehicle

Daily Other Transportation Daily

Daily

70

Hazardous Materials

Daily

Daily

Daily

Special Events

Seasonal Seasonal

I-25 transporting all kinds of Haz Mat including Propane, Oxidizers, Corrosives and Pressurized Cylinders. Large amounts of trucks carrying fuel to Centennial Airport via Peoria Street. Haz Mat vehicles transporting along Lincoln Avenue Wilderness

Others

All Year Seasonal During Thunderstorms Daily

Residential subdivisions w/o a municipal water supply. Lighting strikes on golf courses and other property

Station 45 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant Frequency/Potential Summer Season Brief Description Undeveloped areas and greenways with tall grass fields abutting residential areas Flooding is generally localized and is short term; often has swift water rescue element and lightning associated with it Speeds up to 65? mph and segments of the road narrows to two lanes with traffic loads in excess of that road design. Speeds up to 70 mph

Flood

Newland Gulch Localized flooding

Spring and Summer

High Speed Vehicle

Lincoln Avenue

All Year

High Speed Vehicle

E470

All Year

Hazardous Materials: Gas and petroleum Pipelines

All Year

Other

Summer, Spring and Fall

Large diameter natural gas and petroleum products delivered via underground pipelines with above ground pumping and metering stations Single family and multifamily subdivision recreation centers with pavilion, park and pool facilities for local residents. Park users could be affected by the

71

summer time lightning storms and other weather related emergencies

Station 46 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant Frequency/Potential Summer Season Dry Season Brief Description Wildland fires in open fields adjacent to suburban subdivisions and undeveloped land Speeds up to 65 mph

High Speed Vehicle

South Parker Road

All Year

Extreme Weather Snow storms

Fall, Winter and Spring

Flood

Rueter-Hess Dam and Reservoir

All Year

Flood

Cherry Creek

All Year

Douglas County Shops

All Year

Heavy snow fall with potential to close roads and cause power outages due to electrical transmission down Potential flooding and swift water incidents and upon completion there will be risks associated with recreational use the water Potential flooding and swift water incidents especially in those areas alongside the Cherry Creek Trail (hikers, bikers and equestrian uses) Assorted haz mat substances within compliance codes in maint shops Cyclists, pedestrians and horse riding throughout areas of the Cherry Creek Trail

Other Transportation

All Year

Station 47 Non Structural Risk Assessment

Type Wildfire Location Map page/quadrant Frequency/Potential Daily/Moderate to High Brief Description Rural residential, forested area, poor access, no hydrants in many subdivisions Large diameter natural gas and petroleum products delivered via underground pipelines with above ground pumping and metering stations Cyclists, pedestrians and horse riding throughout areas along rural roadways w/o adequate shoulders

Hazardous Materials: Gas and petroleum Pipelines

All Year

Other Transportation

All Year

72

Extreme Weather Snow storms

Fall, Winter and Spring

Heavy snow fall with potential to close roads and cause power outages due to electrical transmission down

73

Appendix C: Sample Response Time Performance Reports

2009 SMFRA Incidents Review

Prepared by Community Safety Services Planning & Analysis Unit

Table of Contents
Overview Incident Count Call Type Distribution Response Performance
Total Response Time Dispatch Time Turnout Time Travel Time

74

Overview

75

Station Districts

Population Density

76

Incident Count
All Responses

Calls by Category & Year

Total Total Total Fires Alarms EMS Other 42,365 1,172 6,993 22,658 11,542 14,424 369 2,597 7,430 4,028 2007 In District 13,346 309 2,555 6,950 3,532 Out of District 1,078 60 42 480 496 Total 14,055 456 2,249 7,602 3,748 2008 In District 12,705 365 2,198 6,939 3,203 Out of District 1,350 91 51 663 545 Total 13,886 347 2,147 7,626 3,766 2009 In District 12,849 297 2,109 7,124 3,319 Out of District 1,037 50 38 502 447

Includes all Parker and SMFR calls In district calls where both Parker and SMFR responded count as one call

77

Total Number of Incidents

8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2007 2008 2009
2,594 369 4,031 456 2,249 3,748 347 2,147 3,766 7,430 7,602 7,626
Fires Alarms EMS Other

Includes all Parker and SMFR calls In district calls where both Parker and SMFR responded count as one call

Call Type Distribution

78

Call Type Distribution

3% 28% 18% 27% 3% 16% 27% 2% 15% Fires Alarms EMS Other 52% 54% 55%

2007

2008

2009

Includes all Parker and SMFR calls In district calls where both Parker and SMFR responded counted as one call

In District Responses
Number of Incidents
8000 7000 6000 5000 4000 3000 2000 2,980 1000 0 2,007 710 2,008 2,009 2,607 559 2,396 490 7,332 6,807
Urban Suburban Rural

6,162

Rural 6% Suburban 27% Urban 67%

Suburban 26%

Rural 6%

Suburban 26% Urban 68%

Rural 5%

Urban 68%

2007

2008

2009

79

2009 In District Responses

Total Number of Incidents
1600 1400 1200 1000 800 600 400 200 0 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47
Station District
Urban Suburban Rural

Alarms
280 240 200 160 120 80 40 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2007 2008 2009

80

Alarms
280 240 200 160 120 80 40 0 2007 2008 2009

l A ug

ar A pr

Ja n

N ov

O ct

ay

EMS
800 700 600 500 400 300 200 100 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2007 2008 2009

D ec

Ju

Fe

Ju

Se

81

EMS
800 700 600 500 400 300 200 100 0 2007 2008 2009

l A ug

A pr

Ja n

ar

N ov

O ct

ay

Fires
80 70 60 50 40 30 20 10 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2007 2008 2009

D ec

Ju

Fe

Ju

Se

82

Fires
80 70 60 50 40 30 20 10 0 2007 2008 2009

l A ug

A pr

Ja n

ar

N ov

O ct

ay

Other
450 400 350 300 250 200 150 100 50 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2007 2008 2009

D ec

Ju

Fe

Ju

Se

83

Other
450 400 350 300 250 200 150 100 50 0 2007 2008 2009

l A ug

A pr

Ja n

ar

N ov

O ct

ay

2009 Incidents By Category

D ec

Ju

Fe

Ju

Se

84

2009 Fire Types

2009 EMS Transports

85

2009 Emergent Transports

2009

86

C
100 150 200 250 300 350 400 450 50 0

154 118 59 9

Total: 1,033 Incidents

7 48

2009

3 1

Aid Given

Agency

442

7 9 2 1 134 39

as tle R oc un k ni ng ha m D en ve En r gl ew oo d Fa irm on Fr t an kt Ja ow ck n so n 10 5 La rk sp ur N on Litt le -F to ire n A ge nc O y th er Sa Fi re bl e A ltu Sh ra er W id es t D an ou gl W as es tM et ro

87

Aid Received
2009
140 120 100
Count

80 138 60 40 20 23 0 24 2 5 2 81 57 36 76 83

Ca st le

Cu nn in

Total: 496 Incidents

Incident Count by Month

1400 1200 1000 800 600 400 200 0 2007 2008 2009

Ja n Fe b M ar A pr M ay Ju n

Includes all Parker and SMFR calls In district calls where both Parker and SMFR responded count as one call

ug Se p O ct N ov D ec

Ju

El iz ab et h En gl ew oo d Fr an kt ow n Li ttl et on Ra ttl es na ke Ru ra lM et ro Sh er id an W es tM et ro
Agency

Ca re

Ro ck

Ac tio

gh am

88

Incident Count by Month

Total Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 42,365 3,507 3,223 3,365 3,509 3,533 3,548 3,828 3,810 3,293 3,527 3,333 3,889 2007 14,424 1,237 1,114 1,102 1,222 1,154 1,189 1,308 1,362 1,087 1,226 1,185 1,238 2008 14,055 1,149 1,144 1,099 1,151 1,173 1,192 1,299 1,267 1,103 1,083 1,105 1,290 2009 13,886 1,121 965 1,164 1,136 1,206 1,167 1,221 1,181 1,103 1,218 1,043 1,361

Incident Count by Month

1400 1200 1000 800 600 400 200 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2007 2008 2009

Month

89

2009 Incident Count by Day of Week

2400 2000

1600

1200

800

1,721

1,989

1,966

2,112

2,105

2,123

1,870

400

0 Sunday Monday Tuesday Wednesday Thursday Friday Saturday

2009 Incident Count by Hour of Day

1,000

800

600 871 771

400 635 200 309 277 0 0 1 2 3 4 5 6 7 8 230 228 212 231 305 473

740

819

833 799 855 859 858 830

718

644

572 470 347

10 11 12 13 14 15 16 17 18 19 20 21 22 23

90

2009 Calls by District

1,800 1,600 1,400 1,200 1,000 800 600 400 763 200 0 31 32 33 34 35 36 37 38 39 40 41 42

1,693

1,592 1,067 585 248 1,025 922 397 398 143 178
43 44

1,400 746 507 216

45 46 47

969

Station

Total Calls by Station District

2009
Total Total
31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 Alarms 2,109 112 333 107 269 285 75 43 96 89 18 87 120 16 150 205 73 31 EMS 7,124 478 981 624 909 524 254 138 186 94 80 678 536 106 365 769 289 113 Fires 297 13 26 24 31 21 21 10 6 7 7 23 24 6 14 37 14 13 Other 3,319 160 353 214 383 237 235 57 109 208 38 237 242 50 217 389 131 59

12,849
763 1,693 969 1,592 1,067 585 248 397 398 143 1,025 922 178 746 1,400 507 216

91

Incidents by District
2009
Total Number of Incidents
1600 1400 1200 1000 800 600 400 200 0 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47
Station District
Urban Suburban Rural

Incidents by District
2009 Total Calls by Station District
Total Total 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 12,849 763 1,693 969 1,592 1,067 585 248 397 398 143 1,025 922 178 746 1,400 507 216 Urban 8,548 695 1,454 897 1,482 840 0 0 0 0 0 974 161 0 547 1,312 110 76 Suburban 3,500 68 239 61 110 227 424 248 397 385 0 0 606 164 160 68 343 0 Rural 801 0 0 11 0 0 161 0 0 13 143 51 155 14 39 20 54 140

92

Response Time Performance

Emergent Responses

Performance Objectives
Current Goal: Achieve Baseline 90% of the Time Achieve Dispatch Baseline 95% of the Time Planning Tool: Achieve Benchmark 90% of the Time
First Unit On Scene Baseline - Minutes Urban: Suburban: Rural: Dispatch 1.00 1.00 1.00 Turnout 1.50 1.50 1.50 Travel 5.20 6.50 13.00 Total 7.70 9.00 15.50

First Unit On Scene Benchmark - Minutes Urban: Suburban: Rural: 1.00 1.00 1.00 1.50 1.50 1.50 4.00 5.00 10.00 6.50 7.50 12.50

93

In District, Emergent Responses

Total Total Total Fires Alarms EMS Other 30,066 823 5,312 18,746 5,185

2007 In District 11,032 287 2,058 6,633 2,054 Total

2008 In District 9,985 294 1,696 6,377 1,618 Total

2009 In District 9,049 242 1,558 5,736 1,513

11,032 287 2,058 6,633 2,054

9,985 294 1,696 6,377 1,618

9,049 242 1,558 5,736 1,513

In District, Emergent Responses

Call Type Distribution

19% 3% 19% 16% 3% 17% 17% 3% 17% Fires Alarms EMS Other 60% 64% 63%

2007

2008

2009

94

2009 Emergent Responses by Station District

1,400 1,200 1,000 800 600 400 200 0 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46

1,241 542 701

1,150 768 340 98 196 266 223 758 657 109 520

969 370 140

47

Station

2009 Emergent Responses by Station District

Total Total
31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 Alarms 1,558 86 255 68 201 207 60 37 61 83 11 64 85 9 111 139 59 22 EMS 5,736 364 778 514 773 423 173 123 144 71 61 576 437 78 286 616 235 84 Fires 242 8 24 21 26 18 19 7 4 5 7 17 21 6 12 31 9 7 Other 1,513 84 184 98 150 120 88 29 57 64 19 102 114 16 111 183 67 27

9,049
542 1,241 701 1,150 768 340 196 266 223 98 759 657 109 520 969 370 140

95

2009 Emergent Responses

Number of Emergent Responses
1200 1000 800 600 400 200 0

Urban Suburban Rural

31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47
Station District

Total Response Time

96

2009 Total Response Time

90th Percentile - Minutes
8 10 12

10

10 4 2

14 16 18

Urban

15

Suburban

15

Rural

20

Exceeds Standard Needs Improvement

2009 Urban Total Response Time

90th Percentile - Minutes
5 0 10 5 0 10 5 0 10 5 0 10

31
5

15

32
5

15

33
5

15

34
5

15

10

10

10

10

35
5

15

41
5

15

42
5

15

44

15

10

10

10

Exceeds Standard Needs Improvement

45

15

46

15

47

15

97

2009 Suburban Total Response Time

90th Percentile - Minutes
5 10 0 15 31 5 10 0 15 35 5 10 0 15 39 5 10 0 15 45 5 10 0 15 32 5 10 0 15 36 5 10 0 15 42 5 10 0 15 46 5 10 0 15 33 5 10 0 15 37 5 10 0 15 43 5 10 15 34

5 10 0 15 38 5 10 0 15 44

Exceeds Standard Needs Improvement

2009 Rural Total Response Time

90th Percentile - Minutes
5 0 10 15 20 5 0 10 15 20 5 0 10 15 20 5 0 10 15 20

33
10

36
10

39
10

40
10

5 0

15 20 0

15 20 0

15 20 0

15 20

41
10

42
10

43
10

44

5 0

15 20 0

15 20 0

15 20
Exceeds Standard Needs Improvement

45

46

47

98

First Unit On Scene

2009
Percentile - Minutes Dispatch Count 2009 Overall 9,048 95th 0.93 % 97 Turnout 90th 1.98 % 70 Travel 90th 6.17 % 87 Total 90th 8.20 % 91

Urban
Alarms EMS Fires Other

6,162 1,051 4,035 145 931 2,396 465 1,411 73 447 490 42 290 24 134

0.92 0.76 0.92 1.11 1.00 0.92 0.76 0.92 1.21 0.95 1.03 0.95 1.01 1.48 1.01

97 98 97 94 95 96 98 96 89 96 95 98 95 79 96

1.93 2.16 1.82 2.08 2.03 2.02 2.25 1.92 2.55 2.14 2.10 2.21 2.04 2.69 2.26

72 55 80 56 60 67 50 76 47 58 62 52 72 38 50

5.65 6.20 5.45 5.57 5.86 6.71 7.25 6.35 7.09 6.91 8.83 7.94 7.99 9.87 10.37

86 81 88 87 82 89 85 91 84 89 97 98 98 96 96

7.62 8.28 7.30 7.79 8.14 8.68 9.26 8.30 10.38 9.06 11.23 11.23 10.20 13.42 12.78

91 86 93 90 87 92 89 94 84 90 97 98 98 96 96

Suburban
Alarms EMS Fires Other

Rural
Alarms EMS Fires Other

Total Response Time First Unit On Scene

Percent Met Baseline
100 80 60 40 20 0 2,007 2,008 Year 2,009 87 88 97 92 90 98 91 92 97 Urban Suburban Rural

99

2009 Total Response Time

2009 Missed Total Response Standard

100

First Unit On Scene

2,800 2,400
Number of Incidens

2,000 1,600 1,200 800 400 0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Total Response Time - Minutes
2007 2008 2009

Compliance of First Unit On Scene

100

80
Percent Compliance

60

2007 2008 2009

40

20

0 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Hour of Day

101

Second Unit On Scene 2009 Total Response Time

Second Unit On Scene Baseline - Minutes Urban: 12.9 Suburban: 12.9 Rural: 20.7

Note: Includes in district incidents where a second unit arrived on scene and responded emergent

2009
Second Unit On Scene

Station District

Number of Calls

90th Percentile Turnout Drive Time Total Time 2.10

2.06 2.03 2.02 1.93 2.35 2.10 1.99 2.17 2.13 2.09 2.54

Percent Met Baseline

Urban
31 32 33 34 35 41 42 44 45 46 47

5,769
471 1,026 630 975 577 681 100 365 833 60 51

7.40
7.07 6.88 6.34 7.23 6.58 7.72 7.88 8.50 8.89 8.46 9.82

9.63
9.38 8.97 8.39 9.37 8.87 9.79 9.54 10.35 11.23 10.34 13.40

96
98 97 97 98 97 96 98 96 94 98 88

102

2009
Second Unit On Scene
Station District Number of Calls 90th Percentile Turnout Drive Time Total Time Percent Met Baseline

Suburban
31 32 33 34 35 36 37 38 39 42 43 44 45 46

2,011
44 142 32 60 165 210 148 210 119 420 103 91 48 219

2.23
1.94 2.06 2.76 1.91 2.30 2.13 2.49 2.23 2.10 2.33 3.73 2.09 2.26 2.25

9.27
10.70 8.06 9.57 8.53 8.30 11.16 6.89 8.54 10.15 8.59 10.86 9.01 9.54 7.30

11.82
12.79 10.61 11.40 10.71 10.44 13.41 10.16 11.55 13.18 10.83 14.78 10.68 11.81 9.53

93
91 96 97 97 96 86 95 93 89 94 83 95 94 96

2009
Second Unit On Scene
Station District Number of Calls 90th Percentile Turnout Drive Time Total Time Percent Met Baseline

Rural
33 36 39 40 41 42 43 44 45 46 47

480
2 90 5 83 38 94 8 27 15 33 85

3.08
13.53 2.28 14.48 6.64 2.54 2.38 5.12 2.18 2.94 2.54 2.84

11.12
11.07 10.78 9.12 11.86 9.14 9.35 12.15 12.65 19.23 10.09 12.16

14.17
24.02 12.84 24.12 16.42 14.04 11.90 14.27 14.41 21.18 13.23 15.71

98
50 98 80 98 97 100 100 100 93 100 99

103

Fire Full Group Definition

Engines: Medics: Trucks: BCs: 3 1 1 1 Engines: Medics: Trucks: BCs: 4 1 0 1

or

Date

Incident Number

Total Number of Units

Full Group Arrival Time

Incident Type From CAD

2009 Structure Fires Where a Full Group Assignment Arrived on Scene

Urban 01/02/2009 01/26/2009 03/29/2009 04/21/2009 05/08/2009 06/13/2009 08/18/2009 11/12/2009 Suburban 01/02/2009 01/15/2009 04/16/2009 04/29/2009 06/01/2009 08/22/2009 10/11/2009 11/14/2009 Rural 02/23/2009 09/09/2009 2,094 9,843 15 21 43 554 4,045 4,615 5,950 9,179 11,143 12,424 11 12 14 13 9 14 9 10 41 970 3,396 4,314 4,958 6,401 9,062 12,339 6 13 14 11 12 11 7 20

15.90 *
12.92 14.55 11.88 15.90 14.32 11.58 9.65 12.00 2 AND 1 FIRE (SF - COMMERCIAL UNCONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 2 FIRE (SF - COMMERCIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 2 FIRE (SF - COMMERCIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 2 FIRE (SF - MULTIFAMILY CONFIRMED) 4 AND 2 FIRE (SF - COMMERCIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED) 2 AND 1 FIRE (SF - OUTBUILDING) 4 AND 1 FIRE (SF - RESIDENTIAL CONFIRMED)

22.20 *
13.58 13.97 20.47 19.40 15.55 13.25 21.42 22.20

23.88 *
13.27 23.88

Goal: Urban: Suburban: Rural:

12:54 15:30 20:42

*Fire Full Group 90th Percentile Arrival Time Minutes

90th Percentile Equals Max Time Because There Are Less Than 10 Responses per Category

104

First on Scene By Shift

2009

The 90th column reports the 90th percentile performance in minutes for each category. The % column reports the percent of responses that acheive the baselline traget.

90th Percentile - Minutes

Dispatch Count Baseline Target Urban Suburban Rural Overall A B C 9,048 3,070 2,948 3,030 95th 1.00 1.00 1.00 0.93 0.93 0.92 0.93 97 97 97 96 %

Turnout 90th 1.50 1.50 1.50 1.98 1.92 1.93 2.07 70 72 73 66 %

Travel 90th 5.20 6.50 13.00 6.17 6.17 6.15 6.23 87 87 88 87 % 90th

Total %

7.70 9.00 15.50 8.20 8.23 8.07 8.32 91 91 92 91

Dispatch Count Station District: 31 A B C 542 196 178 168 95th 0.92 0.94 0.92 0.93 % 97 97 97 97

Turnout 90th 1.72 1.87 1.63 1.74 % 78 71 87 77

Travel 90th 5.28 5.81 5.19 5.09 % 92 88 92 95

Total 90th 7.33 7.88 7.13 6.94 % 94 91 94 96

Dispatch Count Station District: 32 A B C Station District: 33 A B C Station District: 34 A B C Station District: 35 A B C Station District: 36 A B C Station District: 37 A B C 1,241 411 434 396 701 242 215 244 1,150 392 345 413 768 294 220 254 340 107 119 114 196 52 79 65 95th 0.90 0.93 0.92 0.88 0.90 0.93 0.92 0.87 0.92 0.89 0.96 0.97 0.95 0.94 0.98 1.00 1.01 1.22 0.93 1.02 0.92 1.06 1.05 0.78 % 97 96 98 97 98 97 98 98 96 97 97 96 96 97 96 95 95 93 97 95 97 96 95 100

Turnout 90th 1.80 1.75 1.73 2.02 1.88 1.94 1.87 1.88 1.81 1.79 1.73 1.93 2.25 2.03 2.17 2.51 1.98 2.27 1.82 2.09 2.42 2.48 2.03 2.52 % 76 79 82 67 73 69 81 70 78 78 85 73 64 72 67 54 69 68 76 63 55 63 54 48

Travel 90th 5.42 5.51 5.37 5.43 5.70 5.25 5.68 6.34 5.62 5.65 5.52 5.63 5.47 5.64 5.18 5.62 7.60 7.62 7.78 7.80 5.46 5.42 5.38 5.71 % 92 91 92 91 88 90 87 87 87 85 89 87 90 89 93 89 86 85 87 85 97 98 97 97

Total 90th 7.29 7.33 6.99 7.49 7.74 7.64 7.62 7.99 7.55 7.67 7.38 7.59 7.45 7.39 7.21 7.95 9.41 9.88 9.37 9.82 7.86 7.64 7.58 8.46 % 95 95 96 93 91 91 91 90 92 92 93 92 93 95 95 90 91 91 91 91 97 98 96 97

105

Dispatch Count Station District: 38 A B C Station District: 39 A B C Station District: 40 A B C Station District: 41 A B C Station District: 42 A B C Station District: 43 A B C 266 98 80 88 223 74 76 73 98 36 27 35 758 235 253 270 657 226 216 215 109 36 40 33 95th 0.82 0.86 0.86 0.80 0.89 1.03 0.89 1.03 1.04 1.54 1.38 0.99 0.96 1.01 0.87 0.99 0.95 0.94 0.95 0.96 1.00 0.87 1.08 1.16 % 99 100 98 100 97 96 99 96 96 94 93 100 97 95 98 97 97 97 97 96 95 100 93 94

Turnout 90th 2.11 2.30 1.97 2.21 1.91 1.90 2.07 1.79 2.77 2.85 2.86 2.77 2.02 1.99 2.04 2.08 2.00 1.93 1.84 2.07 2.00 2.22 1.96 2.06 % 64 59 65 67 61 55 61 68 57 50 44 74 68 73 64 67 68 69 78 58 65 67 65 64

Travel 90th 6.18 6.31 5.96 6.32 7.66 8.69 7.27 7.46 9.13 9.87 9.48 7.55 5.92 5.58 6.11 6.19 6.49 6.22 6.76 6.95 7.42 8.46 7.14 7.45 % 92 92 94 92 82 80 83 82 98 97 100 97 85 88 84 83 91 90 91 91 86 81 85 94

Total 90th 8.24 8.45 8.01 8.33 9.98 10.89 9.25 11.13 12.89 13.42 13.54 10.26 7.88 7.65 7.88 8.01 8.51 8.19 9.02 8.79 9.88 10.79 9.10 10.69 % 94 93 94 95 87 82 89 89 97 94 100 97 91 92 90 89 93 94 92 91 88 86 90 88

Dispatch Count Station District: 44 A B C Station District: 45 A B C Station District: 46 A B C Station District: 47 A B C 520 170 172 178 969 316 333 320 370 131 122 117 140 54 39 47 95th 0.94 0.95 0.93 1.02 0.95 0.95 1.02 0.95 0.98 0.90 1.01 1.03 1.08 1.08 0.92 1.30 % 97 98 97 95 96 97 95 97 96 97 95 95 94 93 97 91

Turnout 90th 2.00 1.90 2.06 2.02 2.02 1.93 2.02 2.07 2.07 1.98 1.98 2.37 2.11 2.11 2.13 2.13 % 68 73 62 68 67 72 66 63 64 65 66 60 67 74 56 68

Travel 90th 6.01 6.26 5.70 6.28 6.25 6.51 6.26 6.04 6.95 6.95 6.48 7.54 8.65 7.62 9.13 8.68 % 87 85 91 85 79 80 77 79 84 85 86 79 71 74 62 74

Total 90th 8.08 8.27 7.76 8.50 8.37 8.50 8.45 8.20 9.10 9.07 8.53 9.87 10.78 9.26 12.22 10.74 % 90 89 92 87 86 86 84 88 89 89 92 87 81 85 74 81

106

First on Scene By Shift and Population Zone

2009
The 90th or 95th column reports the 90th or 95th percentile performance in minutes for each category. The % column reports the percent of responses that acheive the baselline traget.

90th Percentile - Minutes 95th for Dispatch Dispatch Count Baseline Target Urban Suburban Rural Overall Urban A B C Suburban A B C Rural A B C 9,048 6,162 2,100 1,979 2,083 2,396 806 820 770 490 164 149 177 95th 1.00 1.00 1.00 0.93 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.93 1.03 1.08 0.98 1.05 97 97 97 97 97 96 97 96 96 95 93 97 95 % Turn Out 90th 1.50 1.50 1.50 1.98 1.93 1.87 1.90 2.07 2.02 2.02 1.97 2.06 2.10 2.16 2.13 2.10 70 72 74 75 67 67 68 69 62 62 58 62 67 % Travel 90th 5.20 6.50 13.00 6.17 5.65 5.62 5.68 5.67 6.71 7.05 6.42 6.68 8.83 8.40 8.98 8.96 87 86 86 86 85 89 88 90 89 97 98 98 97 % 90th 7.70 9.00 15.50 8.20 7.62 7.58 7.60 7.73 8.68 8.91 8.48 8.67 11.23 11.35 11.62 10.79 91 91 91 91 90 92 91 93 92 97 97 99 97 Total %

Dispatch Count Station District: 31 Urban A B C Suburban A B C Station District: 32 Urban A B C Suburban A B C 542 497 179 166 152 45 17 12 16 1,241 1,069 358 365 346 172 53 69 50 95th 0.92 0.92 0.95 0.90 0.91 1.26 0.85 1.02 1.78 0.90 0.92 0.99 0.90 0.89 0.88 0.89 0.96 0.84 % 97 97 97 98 98 93 100 92 88 97 97 96 98 97 98 98 97 98

Turn Out 90th 1.72 1.73 1.85 1.63 1.76 1.73 2.48 1.52 1.48 1.80 1.80 1.76 1.73 2.07 1.81 1.61 1.80 1.87 % 78 77 71 86 75 89 76 92 100 76 76 78 82 67 77 85 81 64

Travel 90th 5.28 4.96 5.52 5.04 4.60 6.60 12.05 5.53 8.60 5.42 4.90 4.97 4.92 4.77 6.57 6.64 6.18 7.31 % 92 92 88 92 96 91 88 100 88 92 92 92 92 92 90 91 94 82

Total 90th 7.33 6.94 7.53 7.02 6.55 9.61 13.52 7.43 11.93 7.29 6.87 6.81 6.74 7.25 8.53 8.64 8.07 10.11 % 94 94 91 93 97 91 88 100 88 95 95 95 96 94 94 94 100 86

107

Dispatch Count Station District: 33 Urban A B C Suburban A B C Rural C Station District: 34 Urban A B C Suburban A B C 701 659 227 204 228 41 15 11 15 1 1 1,150 1,074 368 316 390 76 24 29 23 95th 0.90 0.90 0.97 0.92 0.87 0.83 0.83 0.82 0.93 0.37 0.37 0.92 0.92 0.88 0.98 0.95 1.02 1.10 0.78 1.17 % 98 98 97 98 98 10 0 100 100 100 10 0 100 96 96 97 97 96 96 92 100 96

Turn Out 90th 1.88 1.88 1.96 1.85 1.88 1.90 3.15 1.97 2.33 0.60 0.60 1.81 1.80 1.79 1.73 1.92 1.95 1.95 1.68 2.03 % 73 73 69 81 71 66 67 73 60 100 100 78 78 78 85 74 76 79 86 61

Travel 90th 5.70 4.90 4.82 4.98 4.99 8.60 9.12 8.51 9.33 12.48 12.48 5.62 5.55 5.64 5.40 5.54 6.86 7.30 7.33 6.19 % 88 92 94 91 91 24 27 9 33 100 100 87 87 85 89 86 89 88 86 96

Total 90th 7.74 6.88 6.95 6.95 6.84 10.94 11.32 10.48 11.65 13.83 13.83 7.55 7.46 7.60 7.33 7.40 8.34 8.78 8.82 8.34 % 91 94 95 95 93 32 27 27 40 100 100 92 92 92 93 92 93 92 93 96

Dispatch Count Station District: 38 Suburban A B C Station District: 39 Suburban A B C Rural B C Station District: 40 Rural A B C 266 266 98 80 88 223 217 74 74 69 6 2 4 98 98 36 27 35 95th 0.82 0.82 0.86 0.86 0.80 0.89 0.93 1.03 0.89 1.03 0.72 0.72 0.67 1.04 1.04 1.54 1.38 0.99 % 99 99 100 98 100 97 97 96 99 96 10 0 100 100 96 96 94 93 100

Turn Out 90th 2.11 2.11 2.30 1.97 2.21 1.91 1.92 1.90 2.07 1.80 1.73 1.72 1.73 2.77 2.77 2.85 2.86 2.77 % 64 64 59 65 67 61 61 55 61 68 67 50 75 57 57 50 44 74

Travel 90th 6.18 6.18 6.31 5.96 6.32 7.66 7.66 8.69 7.27 7.23 16.97 4.28 16.97 9.13 9.13 9.87 9.48 7.55 % 92 92 92 94 92 82 82 80 82 83 83 100 75 98 98 97 100 97

Total 90th 8.24 8.24 8.45 8.01 8.33 9.98 9.98 10.89 9.25 10.48 22.42 6.65 22.42 12.89 12.89 13.42 13.54 10.26 % 94 94 93 94 95 87 87 82 89 90 83 100 75 97 97 94 100 97

108

Dispatch Count Station District: 41 Urban A B C Rural A B C Station District: 42 Urban A B C Suburban A B C Rural A B C 758 725 227 240 258 33 8 13 12 657 120 44 42 34 433 151 138 144 104 31 36 37 95th 0.96 0.91 0.95 0.86 0.99 1.58 1.92 0.92 1.25 0.95 0.94 0.82 1.00 1.02 0.98 1.02 0.94 0.94 0.85 0.85 0.97 1.13 % 97 97 96 98 98 91 75 100 92 97 98 100 95 97 96 95 96 96 99 100 100 97

Turn Out 90th 2.02 2.01 1.99 2.01 2.12 2.20 2.43 2.20 4.68 2.00 2.01 2.15 1.73 2.15 2.02 1.93 2.23 2.11 1.83 1.71 1.91 2.01 % 68 68 74 65 67 58 50 46 75 68 68 64 81 56 69 70 78 58 68 74 75 57

Travel 90th 5.92 5.83 5.58 5.97 5.99 7.54 10.83 7.54 7.82 6.49 6.27 6.08 6.04 8.33 6.22 6.13 6.52 6.45 7.10 6.74 9.63 7.54 % 85 84 87 83 83 100 100 100 100 91 80 73 86 82 91 93 91 91 99 100 97 100

Total 90th 7.88 7.71 7.58 7.78 7.97 10.29 12.75 10.76 9.47 8.51 8.41 8.90 7.59 9.80 8.24 7.90 8.97 8.41 9.24 8.40 11.10 9.22 % 91 90 92 90 89 100 100 100 100 93 85 84 93 76 93 96 91 92 99 100 97 100

Dispatch Count Station District: 43 Suburban A B C Rural A B C Station District: 44 Urban A B C Suburban A B C Rural A B C 109 102 34 36 32 7 2 4 1 520 387 129 125 133 107 29 41 37 26 12 6 8 95th 1.00 1.00 0.87 1.22 1.16 0.77 0.43 0.77 0.52 0.94 0.97 0.96 0.97 1.02 0.89 0.85 0.91 1.12 0.98 1.02 0.88 0.87 % 95 95 100 92 94 10 0 100 100 100 97 96 98 96 95 97 100 98 95 96 92 100 100

Turn Out 90th 2.00 2.05 2.22 2.01 2.06 2.00 1.65 2.00 1.02 2.00 2.02 1.93 2.14 2.08 1.84 1.70 1.95 1.93 2.32 2.38 1.12 2.17 % 65 66 68 67 63 57 50 50 100 68 68 72 62 69 67 83 59 65 69 58 100 63

Travel 90th 7.42 7.14 8.46 7.14 6.26 10.42 7.80 7.43 10.42 6.01 5.90 5.85 5.83 6.18 5.98 7.57 5.45 6.03 8.98 12.98 6.32 7.60 % 86 85 79 83 94 100 100 100 100 87 84 83 88 80 96 90 100 97 96 92 100 100

Total 90th 9.88 9.81 10.79 9.10 10.44 11.95 9.88 9.37 11.95 8.08 7.96 7.72 7.96 8.13 7.94 9.58 7.44 8.50 11.93 15.49 8.15 10.32 % 88 87 85 89 88 100 100 100 100 90 88 89 90 84 95 90 100 95 96 92 100 100

109

Dispatch Count Station District: 45 Urban A B C Suburban A B C Rural A B C Station District: 46 Urban A B C Suburban A B C Rural A B C 969 902 301 305 296 54 11 23 20 13 4 5 4 370 82 23 31 28 252 90 84 78 36 18 7 11 95th 0.95 0.95 0.95 1.00 0.93 1.26 0.72 1.18 1.36 0.87 0.65 0.87 0.85 0.98 0.90 0.80 0.92 1.77 1.02 0.85 1.31 1.03 1.13 1.28 0.98 0.72 % 96 96 96 95 97 93 100 91 90 10 0 100 100 100 96 98 100 100 93 95 97 93 95 97 94 100 100

Turn Out 90th 2.02 2.02 1.89 2.02 2.09 2.06 2.27 2.23 1.85 2.52 1.47 1.40 3.57 2.07 1.98 1.88 1.82 2.72 2.14 2.17 2.11 2.22 2.01 2.01 2.70 2.71 % 67 67 72 66 63 57 55 52 65 92 100 100 75 64 66 78 68 54 64 67 65 60 56 39 71 73

Travel 90th 6.25 6.19 6.39 6.26 6.00 7.31 9.19 6.32 7.31 7.41 6.23 7.03 7.48 6.95 7.04 6.95 7.04 7.69 6.14 6.19 5.73 6.43 9.97 10.51 10.15 10.61 % 79 78 80 76 78 87 73 96 85 100 100 100 100 84 45 48 52 36 94 91 98 92 100 100 100 100

Total 90th 8.37 8.29 8.34 8.45 8.18 8.85 11.33 8.45 8.05 9.28 7.85 8.98 9.55 9.10 9.49 8.49 9.29 10.64 8.08 7.89 7.97 8.40 12.48 12.93 12.67 12.44 % 86 86 86 83 88 93 82 96 95 100 100 100 100 89 65 65 71 57 96 92 99 96 100 100 100 100

Dispatch Count Station District: 47 Urban A B C Rural A B C 140 55 21 14 20 85 33 25 27 95th 1.08 1.06 0.80 0.63 1.34 1.09 1.09 1.03 1.27 % 94 96 100 100 90 92 88 96 93

Turn Out 90th 2.11 2.19 1.51 2.19 2.38 2.11 2.19 2.18 2.02 % 67 80 90 64 80 59 64 52 59

Travel 90th 8.65 7.63 7.46 8.02 7.83 9.35 9.34 11.95 9.16 % 71 33 43 7 40 95 94 92 100

Total 90th 10.78 9.53 9.19 10.39 10.04 11.94 11.32 13.45 11.47 % 81 56 71 36 55 96 94 96 100

110

Dispatch Performance

Dispatch Performance
2009 Emergent Responses
95th Percentile Dispatch Time
Seconds 40

30 20 10 0

50 60 70 80

Exceeds Standard Needs Improvement

95th Percentile Dispatch Time

Seconds

30 40 50 20 10 0 Alarms 60 70 80 20 10 0

30 40 50 60 70 EMS 80 20 10 0

30 40 50 60 70 Fires 80 20 10 0

30 40 50 60 70 Other 80

111

Unit Performance

2009 Turnout Time

90th Percentile Turnout Time All Front Line Units
Minutes

1.0 0.5

1.5 2.0

0.0
Exceeds Standard Meets Standard Needs Improvement

2.5

112

BC

2009
Total Number of Responses for SMFRA BC Units
Total Total BC32 BC34 BC41 BC45 981 388 278 275 40 A 321 128 90 76 27 B 294 107 86 92 9 C 366 153 102 107 4

113

BC Total Responses
2009
400 350 300 250 200 150 100 50 0
C B A

B C 32

B C 34

B C 41

Unit Name

Note: All Responses

2009
Number of Emergent Responses and Turnout Time for BC Units
Total Total BC32 BC34 BC41 BC45 Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile 388 2.00 134 1.97 124 2.10 127 1.99 3 1.43 A 118 2.08 43 1.82 41 2.12 34 1.95 0 0.00 B 122 1.92 44 1.95 31 2.09 46 1.80 1 0.00 C 148 2.04 47 2.17 52 1.90 47 2.05 2 1.43

Note: Dispatched in initial assignment

B C 45

114

2009 90th Percentile Turnout Time BC

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 0.0 2.0 2.5 0.5 0.0

1.0 1.5 2.0 2.5

0.5 0.0

1.0 1.5 2.0 2.5

BC32

BC34

BC41

BC45

Exceeds Standard Meets Standard Needs Improvement

Note: Emergent Responses Only

Medic

115

2009
Total Number of Responses for SMFRA Medic Units
Total Total M32 M33 M34 M35 M36 M37 M39 M40 M41 M42 M44 M46 9,517 1,468 1,135 1,047 1,032 178 529 458 81 1,092 941 965 591 A 3,180 498 389 357 352 68 158 158 24 364 320 299 193 B 3,089 486 364 321 327 57 190 139 27 365 292 304 217 C 3,248 484 382 369 353 53 181 161 30 363 329 362 181

Medic Responses
2009
1600 1400 1200 1000 800 600 400 200 0
C B A

32

33

34

35

36

37

39

40

41

42

44 M

Unit Name

Note: All Responses

46

116

2009
Number of Emergent Responses and Turnout Time for Medic Units
Total Total M32 M33 M34 M35 M36 M37 M39 M40 M41 M42 M44 M46 Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile 7,726 1.78 1,168 1.68 918 1.75 864 1.71 866 1.80 133 1.91 362 1.93 290 1.75 29 2.12 968 1.84 818 1.83 806 1.87 504 1.73 A 2,595 1.77 402 1.68 315 1.82 307 1.68 306 1.79 43 1.93 97 1.88 100 1.86 8 2.13 320 1.69 280 1.83 250 1.87 167 1.63 B 2,530 1.73 392 1.53 301 1.59 253 1.43 270 1.68 51 1.89 137 1.80 92 1.91 7 2.32 326 1.90 253 1.67 262 1.86 186 1.83 C 2,601 1.87 374 1.79 302 1.74 304 1.90 290 1.93 39 2.05 128 2.25 98 1.58 14 2.05 322 1.85 285 1.99 294 1.88 151 1.71

2009 90th Percentile Turnout Time - Medics

1.0 1.5 0.5 2.0 0.0 2.5 1.0 1.5 0.5 0.0 2.0 2.5 0.5 0.0 1.0 1.5 2.0 2.5 1.0 1.5 0.5 0.0 2.0 2.5

M32

M33

M34

M35

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 0.0 2.0 2.5 0.5 0.0

1.0 1.5 2.0 2.5

1.0 1.5 0.5 0.0 2.0 2.5

M36

M37

M39

M40

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 0.0 2.0 2.5 0.5 0.0

1.0 1.5 2.0 2.5

1.0 1.5 0.5 0.0 2.0 2.5

M41

M42

M44

M46
Exceeds Standard

Note: Emergent Responses Only

Meets Standard Needs Improvement

117

Suppression

2009
Total Number of Responses for SMFRA Suppression Units
Total Total E31 TW32 E33 TW34 E35 TK35 E36 E37 E38 E39 E40 S41 E42 E43 E44 TW45 E46 E47 16,770 1,244 1,774 1,664 1,702 912 921 697 383 436 757 224 1,129 1,111 297 1,130 1,445 638 306 A 5,623 457 592 569 570 318 323 241 108 149 250 65 393 360 92 362 470 222 82 B 5,472 418 597 513 532 292 286 226 139 135 250 79 375 363 103 369 488 195 112 C 5,675 369 585 582 600 302 312 230 136 152 257 80 361 388 102 399 487 221 112

Note: All Responses

118

Suppression Responses
2009
1800 1600 1400 1200 1000 800 600 400 200 0
C B A

Note: All Responses

E3 TW 1 32 E3 TW 3 34 E3 TK 5 35 E3 6 E3 7 E3 8 E3 9 E4 0 S4 1 E4 2 E4 3 E4 TW 4 45 E4 6 E4 7
Unit Name

2009 Number of Emergent Responses

and Turnout Time for Suppression Units
Total Total E31 TW32 E33 TW34 E35 TK35 E36 E37 E38 E39 E40 S41 E42 E43 Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile 13,213 1.92 1,069 1.72 1,456 1.82 1,354 1.83 1,327 1.83 736 2.19 695 2.10 534 1.84 299 2.33 350 1.93 448 1.83 126 2.38 916 2.00 887 1.93 194 1.94 A 4,505 1.85 403 1.77 492 1.75 472 1.83 453 1.82 264 2.10 255 1.86 179 1.93 80 2.18 117 2.04 137 1.85 41 2.64 316 1.85 307 1.82 67 2.09 B 4,284 1.90 352 1.57 503 1.68 407 1.75 410 1.78 227 2.25 207 2.13 175 1.73 109 2.22 114 1.85 160 1.91 41 2.37 303 2.00 284 1.78 64 1.90 C 4,424 2.00 314 1.81 461 2.02 475 1.88 464 1.93 245 2.36 233 2.32 180 1.92 110 2.43 119 1.95 151 1.74 44 2.05 297 2.12 296 2.00 63 1.95

119

2009 Number of Emergent Responses and Turnout Time for Suppression Units (Cont)

Total E44 TW45 E46 E47 Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile 922 1.91 1,130 1.96 530 2.03 240 2.05

A 298 1.76 372 1.88 179 1.97 73 1.84

B 293 1.94 384 2.00 169 2.00 82 2.10

C 331 1.99 374 2.01 182 2.09 85 1.97

2009 90th Percentile Turnout Time Suppression Units

1.0 1.5 0.5 2.0 0.0 2.5 1.0 1.5 0.5 2.0 0.0 2.5 1.0 1.5 0.5 2.0 0.0 2.5 1.0 1.5 0.5 2.0 0.0 2.5 1.0 1.5 0.5 2.0 0.0 2.5

E31
1.0 1.5 0.5 2.0 0.0 2.5

TW32
1.0 1.5 0.5 2.0 0.0 2.5

E33
1.0 1.5 0.5 2.0 0.0 2.5

TW34
1.0 1.5 0.5 2.0 0.0 2.5

E35
1.0 1.5 0.5 2.0 0.0 2.5

TK35
1.0 1.5 0.5 2.0 0.0 2.5

E36
1.0 1.5 0.5 2.0 0.0 2.5

E37
1.0 1.5 0.5 2.0 0.0 2.5

E38
1.0 1.5 0.5 2.0 0.0 2.5

E39
1.0 1.5 0.5 2.0 0.0 2.5

E40
1.0 1.5 0.5 2.0 0.0 2.5

S41
1.0 1.5 0.5 2.0 0.0 2.5

E42
1.0 1.5 0.5 2.0 0.0 2.5

E43

E44
Exceeds Standard Meets Standard Needs Improvement

TW45

E46

E47

Note: Emergent Responses Only

120

Brush

2009
Total Number of Responses for SMFRA Brush Units
Total Total BR36 BR38 BR39 BR40 BR41 BR42 BR43 BR44 BR46 BR47 155 5 13 25 12 1 31 16 22 15 15 A 34 0 4 3 3 0 8 1 7 2 6 B 48 3 1 8 4 1 7 8 6 7 3 C 73 2 8 14 5 0 16 7 9 6 6

121

2009 Brush Responses

35 30 25 20 15 10 5 0
C B A

B R 36

B R 38

B R 39

B R 40

B R 41

B R 42

B R 43

B R 44

B R 46
17 3.45 1 2.57 1 2.53 2 0.67 2 2.22 2 2.12 3 1.67 4 3.40 2 3.50

Unit Name

Note: All Responses

2009
Number of Emergent Responses and Turnout Time for Brush Units
Total Total BR36 BR38 BR39 BR40 BR42 BR44 BR46 BR47 Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile 62 2.78 1 2.57 6 2.88 4 2.05 5 3.18 16 3.43 15 2.35 9 3.40 6 3.50 A 15 3.03 0 0.00 3 2.88 0 0.00 1 3.18 3 2.77 5 2.30 2 2.18 1 0.07 B C 30 2.58 0 0.00 2 0.00 2 2.05 2 2.78 11 3.34 7 2.40 3 2.22 3 2.05

B R 47

122

2009 90th Percentile Turnout Time Brush Units

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

BR36

BR38

BR39

BR40

BR42

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

BR43

BR44

BR46

BR47

Exceeds Standard

Note: Emergent Responses Only

Meets Standard Needs Improvement

Tender

123

2009
Total Number of Responses for SMFRA Tender Units
Total Total TN39 TN40 TN41 TN45 TN46 72 24 10 13 9 16 A 24 8 2 5 3 6 B 17 4 4 3 2 4 C 31 12 4 5 4 6

Note: All Responses

2009 Tender Responses

24 20 16 12 8 4 0
C B A

TN 39

TN 40

TN 41

TN 45

Unit Name

Note: All Responses

TN 46

124

2009
Number of Emergent Responses and Turnout Time for Tender Units
Total Total TN40 TN41 TN45 TN46 Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile Count 90th Percentile 18 2.85 4 2.88 7 2.05 2 0.00 5 2.05 A 5 2.88 1 2.88 1 0.97 1 0.00 2 1.30 B 6 2.83 2 2.83 2 1.52 1 0.00 1 0.00 C 7 2.78 1 2.78 4 2.05 0 0.00 2 2.05

2009 90th Percentile Turnout Time Tender Units

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

1.0 1.5 0.5 2.0 0.0 2.5

TN39

TN40

TN41

TN45

TN46

Exceeds Standard

Note: Emergent Responses Only

Meets Standard Needs Improvement

125

Travel Time Performance

Travel Time Performance

2009 90th Percentile - Minutes
5 10 5 10 5 10

Urban

15

Suburban

15

Rural

15

Exceeds Standard Needs Improvement

126

2009 Urban Travel Time Performance

90th Percentile - Minutes
5 0 10 5 0 10 5 0 10 5 0 10

31
5

15

32
5

15

33
5

15

34
5

15

10

10

10

10

35
5

15

41
5

15

42
5

15

44

15

10

10

10

Exceeds Standard Needs Improvement

45

15

46

15

47

15

2009 Suburban Travel Time Performance

90th Percentile - Minutes
5 10 15 31 5 10 15 32 5 10 15 33 5 10 15 34 5 10 15 38

5 10 0 15 35 5 10 0 15 39 5 10 0 15 45

5 10 0 15 36 5 10 0 15 42 5 10 0 15 46

5 10 0 15 37 5 10 0 15 43

5 10 0 15 44

Exceeds Standard Needs Improvement

127

2009 Rural Travel Time Performance

90th Percentile - Minutes
5 0 10 15 5 0 10 15 5 0 10 15 5 0 10 15

33
5

36
5

39
5

40
5

10

10

10

10

41
5

15

42
5

15

43
5

15

44

15

10

10

45

15

46

15

47

10 15

Exceeds Standard Needs Improvement

128

Appendix D: Special Team Response

129

130

131

132

133

134

135

136

137

138

139

140